STRATEGIC THRUSTS SOCIAL SERVICE SECTOR - National Council of Social Service
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SOCIAL SERVICE SECTOR
STRATEGIC THRUSTS
2017–2021
FOREWORD
In 1998, the National Council of Social In developing the Social Service Sector
Service (NCSS) unfolded an ambitious vision Strategic Thrusts, we have taken a broader
for the social service sector – a vision that perspective of the social service ecosystem.
remains relevant today. The Social Service In addition to the ‘traditional’ social service
21 Vision encompassed an integrated, sector partners such as social service
community-based social service system professionals, social service organisations
which focused on improving governance, and funders, we have involved businesses,
encouraging volunteerism and increasing government agencies and service users. It
professionalism of the sector. With this reflects the reality that social progress is
vision as its compass, the social service accomplished not by the efforts of a few, but
sector in Singapore has grown from strength rather by the collective endeavours of the
to strength, and it is timely for us to come whole community.
together to think about what should be next
for the sector. This is the first time that such an approach
has been taken to drive towards a shared
vision and roadmap which details ways to
achieve it. It is not meant to be prescriptive
but we have provided ideas and a starting
THE SOCIAL SERVICE point for how each of us can play a part.
SECTOR IN SINGAPORE HAS
It is our hope that when we review our
GROWN FROM STRENGTH progress five years from now, we can
TO STRENGTH, AND IT IS proudly celebrate that every person is
empowered to live with dignity in a caring
TIMELY FOR US TO COME
and inclusive society.
TOGETHER TO THINK
ABOUT WHAT SHOULD BE
MR HSIEH FU HUA AND MS ANITA FAM,
NEXT FOR THE SECTOR. Co-Chairs, Social Service Sector
Strategic Thrusts Steering Committee
02 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
STEERING
COMMITTEE
MEMBERS
01 MR HSIEH FU HUA 05 MS RAHAYU BUANG
President, National Council Chief Executive Officer,
of Social Service Yayasan Mendaki
Co-Chair, Steering Committee
06 MR WILLIE CHENG
02 MS ANITA FAM Chairman, Singapore Institute
Vice-President, National Council of Directors
of Social Service
Board Member, Caregivers 07 MS CHAN CHIA LIN
Alliance Limited Board Member, National Council
Co-Chair, Steering Committee of Social Service
03 MS JANET ANG 08 MS AGNES CHIA
Vice President, IBM Asia-Pacific President, Singapore Association
Chairperson, Caritas Singapore of Social Workers
04 MR GAUTAM BANERJEE 09 MR CYRIL CHUA
Vice Chairman, Singapore Board Member, AMKFSC
Business Federation Community Services
Chairman, raiSE Board Member, National Council
of Social Service
STEERING COMMITTEE MEMBERS 03
10 MR FONG YONG KIAN 17 MR EUGENE SEOW
Chief Executive Officer, Board Member, TOUCH
Singapore Totalisator Board Community Services
Board Member, National Council
11 MS LAI WEI LIN of Social Service
Deputy Secretary (Policy), Vice Chairman, National Volunteer
Ministry of Education and Philanthropy Centre
12 MR AUGUSTIN LEE 18 MR RICHARD SIM
Deputy Secretary, Ministry of Manpower Board Member, National Council
of Social Service
13 MR NICHOLAS LEE
Chief Executive Officer, Trybe 19 MS TAN LI SAN
Deputy Secretary (Industry
14 MR LEE POH WAH and Information), Ministry of
Chief Executive Officer, Lien Foundation Communications and Information
15 DR LEE TUNG JEAN 20 MR PETER TAN
Deputy Secretary, Ministry of Social Director & Senior Principal
and Family Development Organisational Psychologist,
Community Psychology Hub
16 MR GIRIJA PANDE
Board Member, National Council 21 MS TEOH ZSIN WOON
of Social Service Deputy Secretary (Development),
Ministry of Health
CONTENTS
01 Foreword by Co-Chairs
02 Steering Committee Members
05 Executive Summary
08 Chapter 1: Introduction
10 Chapter 2: The State of Singapore’s Social Service
Sector and Challenges Ahead
20 Chapter 3: Methodology
22 Chapter 4: Common Vision and Roadmap
26 Chapter 5: Key Thrusts, Strategic Directions
and Outcomes
(a) Empowered Individuals, their Families
and Communities
(b) Effective Social Purpose Entities that Deliver
Quality, Innovative and Sustainable Solutions
(c) Caring, Collaborative and Impactful
Social Service Ecosystem
49 Conclusion
50 References
53 Appendix: Playbook (Local and Overseas Models)
EXECUTIVE SUMMARY 05
EXECUTIVE
SUMMARY
SETTING THE CONTEXT together a 21-member Steering Committee
The social service sector needs to remain and other stakeholders in the ecosystem
relevant and be prepared for future (member organisations and service users,
challenges ahead so that it can make a government, community, business leaders
sustained and collective impact on the lives and civic-minded individuals) to identify
of the vulnerable. Therefore, the National challenges, opportunities, and build a shared
Council of Social Service (NCSS) brought vision and roadmap for the next five years.
The key challenges identified by stakeholders are:
CHALLENGES
1
CHANGING NEEDS
• Rising expectations of the people
• A need to shift towards addressing the person as a whole,
co-developing solutions and equipping him or her with skills
to meet new challenges
• Greater demand for an integrated and coordinated person-
centred approach
• A need to harness advancements in technology
2
SUSTAINING THE SOCIAL SERVICE SYSTEM
• With growing needs and limited resources, there needs to be
better resource efficiency within organisations, and resources
need to be more diversified, i.e. tapping on volunteers
and technology
• A need for people from different backgrounds to come
together to tackle problems
• Families, communities and businesses need to be more
involved in the lives of the vulnerable
3
DEVELOPING HIGHLY CAPABLE AND PURPOSEFUL SOCIAL
SERVICE ORGANISATIONS
• Challenges in diversifying funding streams for long
term sustainability
• Challenges attracting, retaining and managing talent at staff,
management and board levels within social service organisations
• Need for greater collaboration among sector stakeholders
• Challenges in developing an effective brand to promote the social
mission to funders and the community
06 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
SUMMARY OF CHAPTERS from the ground. While solutions are key to
The multiple rounds of engagement and solving social problems, the emphasis of this
intensive research culminated in The Social publication is on the process which promotes
Service Sector Strategic Thrusts, which a shared understanding of outcomes and
documents the shared aspirations and approach that will lead to new ways of
pathways to fulfil them. It aims to achieve seeing and doing to bring the sector forward.
social change by aligning the understanding Readers can refer to the Playbook in the
and intent of all involved players in Appendix to build upon some examples of
the ecosystem. existing local and overseas models.
The co-created vision, expressed in THE NEXT STEP
Chapter 4, of “every person empowered to Collective impact begins with a common
live with dignity in a caring and inclusive and shared vision, goals and measures. To
society”, does not just set a common sustain the collective process and achieve
vocabulary but defines the boundaries of the social change, every player in the ecosystem
ecosystem and key issues to be addressed. must take action. It calls for not just active
It has taken into consideration the landscape participation but also a spirit of collaboration
of traditional and new players, the sector’s and learning among all in the People, Public
views on today’s challenges, and other and Private sectors. Some will play the role
existing social data. of influential champions who will bring
together different partners to solve specific
Chapter 5 and the strategic roadmap will problems. Others will be capacity builders,
guide the actions of all ecosystem players who through resources and expertise, will
towards collective impact. It is undergirded be able to raise sector capability and push
by a person-centred approach and builds boundaries for new solutions.
upon three key thrusts, outlining the
outcomes to be achieved and initiatives Regardless of role, it is crucial for all to see
to embark on. The initiatives in each key this five-year journey as collaborative and
thrust have been broadly articulated as they dynamic, intentional in effort yet open to
are meant to encourage ideas and actions new opportunities and ideas.EXECUTIVE SUMMARY 07
SUMMARY OF KEY THRUSTS, STRATEGIC DIRECTIONS AND OUTCOMES
KEY THRUST 1:
EMPOWERED INDIVIDUALS, THEIR FAMILIES AND COMMUNITIES
1.1 Increased leadership of individuals, their families and
STRATEGIC communities to develop solutions
DIRECTIONS 1.2 Issues owned by individuals, their families and communities
• People are more self-reliant
• People are able to self-advocate
• People are connected and able to access resources and knowledge
OUTCOMES
• People are able to decide on services
• Increased participation of vulnerable population at workplace
and community
KEY THRUST 2:
EFFECTIVE SOCIAL PURPOSE ENTITIES THAT DELIVER QUALITY,
INNOVATIVE AND SUSTAINABLE SOLUTIONS
2.1 Improved organisational health of social purpose entities
STRATEGIC 2.2 More innovative and sustainable solutions scaled to meet needs
DIRECTIONS 2.3 Improved service user experience
2.4 Strengthened People, Public and Private sector collaboration for
greater impact
• Solutions and needs are assessed to look at all aspects of a
service user‘s life
• Increased number of skilled and enterprising professionals in
OUTCOMES
the sector
• Innovative solutions developed
• Increased capacity and capability of social purpose entities
KEY THRUST 3:
CARING, COLLABORATIVE AND IMPACTFUL
SOCIAL SERVICE ECOSYSTEM
3.1 Improved service user experience
STRATEGIC 3.2 Strengthened People, Public and Private sector collaboration
DIRECTIONS for greater impact
3.3 More vulnerable people accepted by and included in the People,
Public and Private sectors
• Solutions and needs are assessed to look at all aspects of a
service user‘s life
• Innovative solutions developed
OUTCOMES
• Needs are met seamlessly
• Money, time and opportunities are given more and meaningfully
by People, Public and Private sectorsCHAPTER 1 INTRODUCTION
INTRODUCTION 09
Singapore’s social service so, stakeholders in the emerged is a collective
sector has grown steadily social service ecosystem vision for the sector and the
over the years and continues (Figure 1) can remain roadmap to achieve it. This
to play a prominent role in relevant, be responsive to, roadmap serves as a guide
the lives of the vulnerable.1 and make a sustained and for the sector’s stakeholders
As a sector which delivers collective impact on the so that their collective
and enables the delivery lives of the vulnerable. vision will be realised, thus
of social services,2 it has improving the well-being of
improved the well-being After one and a half years generations of Singaporeans
and met the needs of the of consultation, what has to come.
vulnerable. However, the
needs and expectations of
the people are changing
alongside a rapidly FIGURE 1: SOCIAL SERVICE ECOSYSTEM
evolving socio-economic
environment. The sector
has to collectively reflect So
ps cia
and decide on a strategic ou lS
Gr s
Soc er
direction so that needs can p ial vi
el ice Se c
H rv rv
be more effectively met in Se
e
ic
lf-
g e
O
in
Se
rg
the future. Doing so requires
s
an
us
Fr
ily
Ho
isa
a shared understanding of
m
ie
tio
nd
Fa
what the sector’s vision for
ns
Families Seniors
s
Healthcare Providers
the future should be and
whether the sector is ready
for the challenges which Persons
Healthcare S
Children
Governmen
Ed u c ati o n
come with it. with
and Youth
Disabililties
With this in mind, NCSS
Persons
al S
t
erv
gathered its member Vulnerable with Mental
A
it y
g
erv
ice
organisations and their
enc
W
Adults Health Issues
un
s
i
or
ce
/S
m
service users, civic-minded
ies
k
c
m
Co
s
ho
individuals, government, ol
Fu
community, and business
nd
rs
e
s
leaders together to re- Em ise
ployme t Services rpr
examine theirs as well n te
En
ial
as the sector’s role for Cor
porat Soc
es
the future. By doing
1
‘Vulnerable’ refers to children, youths, families, adults and seniors in situational, environmental or social risks as well as persons
with disabilities and mental health issues.
2
‘Social services’ refer to activities of human services personnel in promoting the well-being of people, helping them become
more self-sufficient, enhancing independence, strengthening family relationships, and restoring individuals, families, groups and
communities to successful social functioning. Source: Barker, R.L. (2013). The Social Work Dictionary (5th edition), as quoted in
Mizrahi, T., & Davis, L. (Eds.). (2008). The Encyclopedia of Social Work.CHAPTER 2 THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD Photo credit: South Central Community Family Service Centre
THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD 11
STATE OF SOCIAL SERVICE ORGANISATIONS
50 460
45 410
Total Number of Organisations
40 360
Number of New Organisations
35 310
30 250
25 210
20 160
15 110
10 60
5 10
0 -40
1904
1919
1935
1947
1949
1954
1959
1961
1963
1965
1967
1969
1971
1973
1975
1977
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
2007
2009
2011
2013
2015
Year of Establishment
Number of New Organisations Total Number of Organisations
each year over the years
Source: NCSS Membership
NO. OF WELFARE/SOCIAL SERVICE CHARITIES
450
383
400
363 371 364
359
344
350
320 325 325
310
300
250
200
150
100
50
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: Commisioner of Charities’ Annual Reports (2006–2015)12 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
REGISTERED CHARITIES IN 2015 CLIENT GROUPS SERVED BY NCSS MEMBERS
51% Multi-Client
1,515 Arts & Heritage, Groups
Community, 18% Adults & Families
Religious & TOTAL Children & Youths
464
TOTAL Others
10% Persons with
2,217 383 Social & Welfare
134 Health
ORGANISATIONS 9% Disability
Persons with
121 Education 2% Mental Health
64 Sports Issues
10% Seniors
Source: Commissioner of Charities’ Source: NCSS Membership
Annual Report 2016
MANPOWER PROFILE
Social Workers 6%
26% Professionals, Managers &
Corporate TOTAL
8% Executives (PMEs)
Professionals WORKFORCE
45% Rank & File (RnF)
Counsellors 4% 13,000 30% Associate Professionals &
Technicians (APT)
Therapists 3%
EIPIC-related 3%
Psychologists 1%
Social service sector manpower profile as at September 2015
Source: MSF-Manpower and Salary Survey 2015
SOCIAL SERVICE CHARITIES INCOME BY SOURCES (‘MILLIONS)
1,800
1,600
1,400
699.8
1,200
816.9 614.1
1,000 Donations
800
Government
Grants
352.6 568.6
600 Others
321.8 456.3
400
238.2
200 435.8 424.8
280.2 388
0
2011 2012 2013 2014
Others include income from programmes and services rendered by charities
Source: Commissioner of Charities Annual Report (2012–2015)THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD 13
The first organised social welfare plan Since then, the sector has undergone a
for Singapore was put forth in 19493 and tremendous transformation. There are
focused on providing basic welfare services, currently 2,000 known social service
such as food and shelter, in a post-war programmes run by more than 3004 social
Singapore. Displaying a strong gotong- and welfare charities. The sector employs
royong (mutual help) spirit, the government, over 13,000 workers and has annual receipts
community, volunteers and a few social totalling $1.7 billion.
service organisations came together to
deliver services. Back then, social service The legacy and growth of the sector has also
organisations were few and at a nascent led to some of the challenges it currently
stage, and the services provided were to faces. In addition to global, economic and
meet basic needs. technological trends as well as changes
to our population size and composition,
the sector has had to contend with
the following:
THE SECTOR
EMPLOYS OVER
13,000
WORKERS AND HAS ANNUAL
RECEIPTS TOTALLING
$1.7
BILLION
3
The Social Welfare Plan was a five-year plan to provide social assistance to the aged, widows and orphans, youths, the sick and
the temporarily unemployed. It was developed by the Social Welfare Department under the Ministry of Labour and Welfare.
4
Commissioner of Charities Annual Report For the Year Ended 31 December 2015.14 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
a. Changing Needs gradually shifting away from this approach
Singapore’s landscape of needs is towards addressing the person as a whole,
changing as her population increases, co-developing solutions and equipping him
ages and becomes more diverse and or her with skills to meet new challenges.
educated. Migration and globalisation too
have transformed the fabric of society. In addition, there is greater demand
As such, the social service sector has to now for an integrated and coordinated
evolve to match the rising expectations person-centred approach. Better
of the people. coordination between sector stakeholders
will provide more effective and seamless
The traditional welfare approach of help, reducing information asymmetry.
providing hand-outs for immediate relief
does not tackle issues and challenges at To aid this transition, the sector needs
their root cause. It is neither enough nor to harness advancements in technology
sustainable to simply address a person’s alongside nation-wide initiatives
immediate condition. The sector has been to innovate.
GROWING POPULATION MORE DIVERSE
Singapore Population
POPULATION MIX
Singaporeans & PRs as
4.0M
% of Population
2000
81%
5.5M
2000
2015
71%
>6M
2015
2030E
2030E ?%
Singaporeans & PRs Others
AGEING POPULATION
Senior Support Ratio
( residents aged 20-64 per residents aged ≥65)
SMALLER HOUSEHOLDS
9:1 Singapore Average Household Size
( of people)
2000
2015
5.7:1
2.1:1
2000 2015 2030E
2030E 3.7 3.4 ?
Source: Department of Statistics Singapore and Population White Paper 2013THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD 15
RISING INTER-ETHNIC MARRIAGES
Inter-ethnic Marriages Registered under the Women’s Charter
(% of total marriages and absolute )
?
10% 15%
2,305 4,142
2005 2015 2030E
Source: Department of Statistics Singapore and Population White Paper 2013
TRENDS IN SINGAPORE’S HDI COMPONENT INDICES 1900–2015
1.2
1
0.8
0.6
0.4
0.2
0
1985 1990 1995 2000 2005 2010 2015 2020
HDI Value Health Index Income Index Education Index
Source: United Nations Development Programme Human Development Report16 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
b. Sustainability of the Social For any ecosystem to be sustainable,
Service System there needs to be diversity and a
The current system was set up with the symbiotic relationship among its
philosophy of the ‘many helping hands’ members. With growing needs,
approach. Developed in 1995, the tenet government support can be better
was for social needs to be met “through complemented with a diversity of efforts
partnerships with concerned citizens, by volunteers, families, communities
corporations, community organisations, and businesses. People from different
religious groups and family members.”5 backgrounds should come together and
draw on each other’s skills and expertise
to tackle problems, playing a larger role
in the social service ecosystem.
SINGAPORE CHARITIES AUSTRALIA & UK CHARITIES
Total Annual Recipients from Government (%) Total Annual Recipients from Government (%)
2010
$ $ $ $ $
45% $ $
Australia, 2014
$ $
41%
$
2014
$ $ $ $ $
48% $
UK, 2014
$ $ $
34%
Source: Commissioner of Charities Annual Reports; Australian Charities Report 2014;
National Council for Voluntary Organisations (NCVO) UK Charity Sector
VOLUNTEERISM RATES
% of population who had performed volunteer work for an organisation
(formal volunteering) at least once in the previous 12 months
50
44%
42%
40
37%
31%
30
25%
20 18% 17%
10
0
Singapore Hong Kong USA Australia Netherlands UK Canada
Source: NVPC Giving Survey; Australia Bureau of Statistics; US Bureau of Labor Statistics;
UK Institute for Volunteering Research; Statistics Canada; Giving in the Netherlands Report
5
Statement by Mr Abdullah Tarmugi, Acting Minister for Community Development at the 1995 World Summit for Social
Development in Copenhagen, Denmark.THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD 17
c. Social Service Organisations strong. Based on current service
Social service organisations are entrusted demand, there is a need to grow the
to meet the needs of the vulnerable. workforce to 16,000 in two years’
Key to achieving success in this sector time. The challenges facing social
is therefore to have highly capable and service organisations are in attracting,
purposeful social service organisations. In retaining and managing talent at all
a 2016 NCSS survey6 of the sector, three levels within the organisations.
key challenges were identified by its
stakeholders. They were: iii. Improving Organisational Capability
Like any organisation, social service
i. Seeking Sustainable Ways of Funding organisations experience different
Social service organisations find it organisational gaps at different stages
challenging to seek sustainable ways of growth. However, some generic
of funding their programmes and challenges raised by social service
operations. The reasons identified are organisations included:
the inability to develop an effective
brand to promote their social mission, • A lack of collaboration among
lack of fundraising capabilities and stakeholders in the sector;
donors’ reluctance to fund operations. • Challenges in succession planning
and attracting effective leaders
ii. Optimising Human Capital and board members;
The sector’s workforce has been • Insufficient capability to plan
growing and is now about 13,000 strategically and brand effectively.
GENEROSITY SCORE
#1 Myanmar
#2 Thailand
#3 Indonesia
#13 Australia
#18 Malaysia
#22 Hong Kong
#33 SINGAPORE
#76 USA
Source: World Happiness Report 2016
6
NCSS Sector Consultation Survey, 2016.18 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
DONATED MONEY
#1 Myanmar
#2 Thailand
#3 Malta
#7 Australia
#11 Hong Kong
#12 USA
#17 Malaysia
#18 SINGAPORE
Source: Charities Aid Foundation (CAF) World Giving Index 2015
ONE OF THE MOST INNOVATIVE COUNTRIES
#1 Switzerland
#2 Sweden
#3 UK
#4 USA
#6 SINGAPORE
#11 South Korea
#14 Hong Kong
#19 Australia
#35 Malaysia
Source: Global Innovation Index 2016THE STATE OF SINGAPORE’S SOCIAL SERVICE SECTOR AND CHALLENGES AHEAD 19
ONE OF THE BEST PLACES TO BE A SOCIAL ENTREPRENEUR
#1 USA
#2 Canada
#3 UK
#4 SINGAPORE
#7 South Korea
#8 Hong Kong
#9 Malaysia
#26 Australia
Source: Thomson Reuters Foundation 2016
LOW AWARENESS AND THE SOCIAL SECTOR LAGS OTHERS
LOW JOB APPLICATION IN THE ADOPTION OF TECHNOLOGY
VS. OTHER SOCIAL
SECTORS
% of respondents who are aware STAGE 1 STAGE 2 STAGE 3
and % who apply for jobs
Media
AWARENESS
Tech
Telco
Retail
Banking
Insurance
Auto
59% 73% 72%
Airlines
Transport/Logistics
Hotels
Education
SOCIAL SERVICE
JOB APPLICATION
Consumer Products
Medicine
Healthcare
Manufacturing
Construction
9% 14% 12%
Pharma
Oil & Gas
Utilities
Mining
Social Service Healthcare
Education
Degree of Digital Disruption
Source: NCSS Sector Brand Project –
Project Beneficiary Survey 2016 Source: Bain Experience Centre
Even as social service organisations grapple There was also a strong commitment among
with some of these challenges, they were stakeholders7 to collaborate and work
clear that serving the vulnerable was towards achieving a collective vision of
their priority. This resonated with all the improving the well-being of the people.
stakeholders in the sector.
7
Based on Social Service Summit 2016.CHAPTER 3 METHODOLOGY
METHODOLOGY 21
The process used to develop the collective individuals, business and other sector
vision and roadmap required several leaders over the course of one and a half
iterations involving multiple conversations years. There were differing views and at
with service users, social service each stage these views were debated and
organisations, government, civic-minded substantiated with evidence.
RESEARCH AND INTERVIEWS SOCIAL SERVICE SUMMIT
Conducted in-depth interviews with Over 500 attendees from the social service
19 sector leaders to understand trends ecosystem discussed and identified what the
sector could do to achieve greater impact
CONSULTATION SURVEY FOCUS GROUP DISCUSSIONS
More than 350 respondents from the Conducted discussions with close to
social service ecosystem gave their views 40 social service organisation leaders to
on challenge and opportunity areas for delve deeper into results of the NCSS Sector
the sector Consultation Survey
STRATEGY WORKSHOPS SERVICE USERS
More than 70 participants across the social • Conducted two workshops with 15 service
service ecosystem provided their inputs on users to understand their key pain points
the draft vision for the sector and ideas on and aspirations for the sector
how to achieve vision • Insights from service users also based on
other studies and plansCHAPTER 4 COMMON VISION AND ROADMAP
EVERY PERSON EMPOWERED
TO LIVE WITH DIGNITY IN A CARING
AND INCLUSIVE SOCIETY
VISION
KEY THRUSTS
Empowered individuals, Effective social purpose entities Caring, collaborative
their families and that deliver quality, innovative and impactful social
communities and sustainable solutions service ecosystem
STRATEGIC DIRECTIONS
Increased leadership Improved
of individuals, their ? Improved
organisational
families and service user
health of social
communities to experience
purpose entities
develop solutions
Strengthened
Issues owned More innovative
People, Public
? by individuals, and sustainable
and Private sector
their families solutions scaled
collaboration for
and communities to meet needs
greater impact
More vulnerable
people accepted
by and included in
BUSINESS PLAN
the People, Public
and Private sectors
OUTCOMES
Increased number of Solutions and needs are
People are more skilled and enterprising assessed to look at all aspects
self-reliant professionals in the sector of a service user’s life
People are able Increased capacity Innovative solutions
to self-advocate and capability of social developed
purpose entities
People are connected
Needs are met
and able to access
seamlessly
resources and knowledge
Money, time and
People are able
$ opportunities
to decide on services $ are given more and
meaningfully by People,
Public and Private sectors
Increased participation
of vulnerable population
at workplace and community
INITIATIVES
Adopt best service delivery Advocate and develop
Increase number of models, raise service Quality of Life,
preventive solutions standards and improve Ecosystem and
service user outcomes Lifespan solutions
Strengthen Enhance capabilities and
Empowerment and
organisational leadership interface for complex
personal development
and people practices case management
Enhance career Share and integrate
Create services and
and professional existing databases
engagement platforms
development pathways and knowledge
Increase awareness
Provide options Implement measures and educate general
to service users to optimise resources public about social
issues
Attract and engage
Build culture of innovation People, Public and
Mobilise and productivity, and Private sectors to
community assets leverage on technology provide opportunities,
funding and volunteers
Form partnerships and Strengthen collaboration
platforms to encourage in the ecosystem
social innovation
ECOSYSTEM
OF PEOPLE, PUBLIC AND PRIVATE STAKEHOLDERS
GOVERNMENT AGENCIES • FUNDERS • FAMILIES • INDIVIDUALS •
COMMUNITY • SOCIAL PURPOSE ENTITIES • EDUCATIONAL INSTITUTIONS
VALUE
PERSON-CENTRED AND HOLISTIC APPROACH TOWARDS NEEDS TO ADVANCE
THE QUALITY OF LIFE FOR INDIVIDUALS
ROADMAP FOR THE SOCIAL SERVICE SECTORExecutive Key Challenges
Summary The key challenges identified by
stakeholders are:
Setting the context 1 Changing Needs 3 Developing highly capable The roadmap charts the pathways
The social service sector needs to remain • Rising expectations of the people and purposeful social service needed to achieve the vision. It maps
relevant and be prepared for future • A need to shift towards addressing out the logical steps and pre-conditions
organisations
challenges ahead so that it can make a the person as a whole, co-developing required. By doing so, individuals and
• Challenges in diversifying funding
sustained and collective impact on the solutions and equipping him or her organisations will be able to identify
streams for long term sustainability
lives of the vulnerable. with skills to meet new challenges their roles in the change process and
• Challenges attracting, retaining
• Greater demand for an integrated and find ways to contribute towards
and managing talent at staff,
Therefore, the National Council of Social coordinated person-centred approach achieving the vision. Ultimately,
management and board levels
Service (NCSS) brought together a • A need to harness advancements you will be able to see how your
within social service organisations
21-member Steering Committee and other in technology initiatives contribute to the
• Need for greater collaboration among
stakeholders in the ecosystem (member overall vision.
sector stakeholders
organisations and service users, 2 Sustaining the Social Service System • Challenges in developing an effective
government, community, business leaders • With growing needs and limited brand to promote the social mission
and civic-minded individuals) to identify resources, there needs to be better to funders and the community
challenges, opportunities, and build a shared resource efficiency within organisations
vision and roadmap for the next five years. and resources need to be more
diversified i.e. tapping on volunteers
and technology
• A need for people from different
backgrounds to come together to
tackle problems
• Families, communities and businesses
need to be more involved in the lives of
the vulnerable
BUSINESS PLANCOMMON VISION 23
VISION
EVERY PERSON EMPOWERED TO
LIVE WITH DIGNITY IN A CARING
AND INCLUSIVE SOCIETY
VISION Dignity
The vision – “Every person empowered to Dignity refers to “an individual’s inherent
live with dignity in a caring and inclusive value and worth and is strongly linked to
society” was deliberately phrased as an end respect, recognition, self-worth and the
state. Every word in the vision is significant possibility to make choices.”9 A person living
as explained below. with dignity is able to exercise autonomy,
self-determination and is included in
Every Person community life.
Every person, regardless of ability or
situation, should live with dignity and play Caring Society
his or her part in building a caring and A caring society is made of “a system
inclusive society. The all-encompassing of social relations that recognises the
term also takes into consideration that interdependence between human beings.”10
anyone can at some stage in his or her life Individuals living in such a society make a
become vulnerable, which underscores conscious and proactive commitment to
the importance of preventive and others, assuming responsibility for them by
upstream measures. providing concern, compassion and support
to ease hardship and distress.
Empowered
Empowerment refers to the “expansion Inclusive Society
of assets and capabilities of people An inclusive society embraces diversity
in vulnerabilities such that they may and is a society for all. It is equipped
participate in, negotiate with, influence with mechanisms that will allow one to
and hold accountable institutions that feel accepted, respected and involved in
affect their lives.”8 An empowered person meaningful ways. Individuals living in such
understands his or her environment, a society are able to access information,
has the ability to access resources and infrastructure and facilities and have
actively participates to achieve goals or opportunities to participate in activities that
solve problems. shape their lives.11
8
Poverty Reduction Group, World Bank. (2002). A Framework for Empowerment: Summary.
9
World Health Organisation. (2015). World Mental Health Day 2015. For more information, please visit http://www.who.int/
mental_health/world-mental-health-day/2015_infosheet/en/.
10
Schildberg, C. (Ed.). (2014). A Caring and Sustainable Economy.
11
United Nations Department for Economic and Social Affairs. (2007). Final Report of the Expert Group Meeting on Creating an
Inclusive Society: Practical Strategies to Promote Social Integration.24 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
VALUE
A PERSON-CENTRED AND HOLISTIC
APPROACH TOWARDS NEEDS TO
ADVANCE THE QUALITY OF LIFE
FOR INDIVIDUALS
VALUE Understanding these linkages is an
The underlying value driving the key thrusts important element to improving a person’s
towards the vision is: ‘A Person-centred and overall quality of life. The World Health
holistic approach towards needs to advance Organization (WHO) defines Quality of Life
the Quality of Life for individuals’. as “individuals’ perceptions of their position
in life in the context of the culture and value
A person-centred approach12 operates on systems in which they live and in relation
the belief that an individual has the capacity to their goals, expectations, standards
to understand, articulate and work through and concerns”.13 As an example of what
his or her problems and make decisions on constitutes Quality of Life, the WHO Quality
how to overcome them. It also recognises of Life framework (Figure 2) details the
that the ecosystem plays an instrumental various aspects of life that contribute to the
role in supporting the person. overall well-being of a person. By applying
this framework, NCSS14 has uncovered how
When this approach is applied, problems will vulnerable persons perceive their quality of
be addressed more effectively as meaningful life and identified linkages and areas that
linkages between parts of a person’s life can contribute to improving their quality
which are seemingly unrelated are uncovered. of life.
The term ‘person-centred’ was first introduced by the psychologist Carl Rogers in the 1940s. Further information about the
12
person-centred approach can be found at http://adpca.org/content/history-0.
13
The World Health Organization Quality of Life (WHOQOL).
14
NCSS Quality of Life of Vulnerable Population (Adult) Study 2016.COMMON VISION 25
FIGURE 2: WORLD HEALTH ORGANIZATION QUALITY OF LIFE FRAMEWORK
PHYSICAL
Pain and discomfort Energy and fatigue Sleep and rest
LEVEL OF INDEPENDENCE
Mobility Activities of Daily Living Medication Work
SOCIAL RELATIONSHIPS
Personal relationships Social support Sexual activity
ENVIRONMENT
Safety and security Home environment Financial resources Health and social care
Opportunities
Recreation Physical
to acquire new Transport
and leisure environment
information and skills
PSYCHOLOGICAL
Positive Thinking, learning, memory Body image and Negative
Self-esteem
feelings and concentration appearance feelings
PERSONAL BELIEFS
Spirituality and personal beliefs
With this underlying value, the They are:
roadmap was developed. For ‘every • Empowered individuals, their families and
person to be empowered to live communities
with dignity in a caring and inclusive • Effective social purpose entities that deliver
society’, stakeholders should quality, innovative and sustainable solutions
focus their efforts on these three • Caring, collaborative and impactful social
key thrusts. service ecosystem
The roadmap charts the pathways needed to achieve the vision.
It maps out the logical steps and pre-conditions required. By
doing so, individuals and organisations will be able to identify
their roles in the change process and find ways to contribute
towards achieving the vision. Ultimately, you will be able to see
how your initiatives contribute to the overall vision.CHAPTER 5 KEY THRUSTS Photo credit: South Central Community Family Service Centre
KEY THRUSTS 27
KEY THRUST 1
Empowered Individuals,
Their Families and Communities
Empowerment means to
increase a person’s assets
and capabilities so that one
can participate in, negotiate
with, influence and hold
accountable institutions that
affect his or her life.
The client empowerment
model has been increasingly
adopted by the social and
health care sectors in many
countries15 as it leads to
better outcomes, sustainable
social change and reduced
costs. Research shows
that an increased level of
independence as a result
of empowerment leads to
an enhanced psychological
sense of well-being and Community Kitchen brings people together through food and where
quality of life.16 Taking a residents showcase their cooking skills.
more active role in managing
one’s life may also mean reinforcing. A person’s empowerment.18 Hence, the
less pressure on external capacity will influence process of empowerment
resources and interventions. the effectiveness of involves all parties in an
collective action. At the individual’s ecosystem.
Empowerment can take same time, the groups
place at both the individual surrounding him or her can The journey towards
and collective levels,17 as provide the environment empowerment is represented
they are often mutually necessary for his or her on the next page.
15
It has been successfully applied, predominantly, in the medical, disability, women, youth and poverty sectors in the Western
world and in countries such as Bangladesh, Hong Kong, Morocco, India and many other African and Asian countries. Cultural and
process adaptation may be necessary.
Brody et al. (2015). Economic Self-Help Group Programmes for Improving Women’s Empowerment: A Systematic Review;
16
Maton, K. I. (2008). Empowering Community Settings: Agents of Individual Development, Community Betterment, and Positive
Social Change.
17
According to Maton (2008) and Reininger et al. (2006), community empowerment refers to group-based involvement,
participation and community ownership where vulnerable individuals and groups play an active and major role in controlling their
lives and environments to bring about positive change.
18
Nall, M. A. (2005). Strengthening Families and Securing Communities.28 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
BUSINESS PLAN
KEY THRUST 1
EMPOWERED INDIVIDUALS,
THEIR FAMILIES AND COMMUNITIES
STRATEGIC
DIRECTIONS
Increased leadership of
Issues owned by
individuals, their families ? individuals, their families
and communities to
and communities
develop solutions
OUTCOMES
People are more People are able to
self-reliant decide on services
Increased participation of
People are able to
vulnerable population at
self-advocate
workplace and community
People are connected and
le are self-reliant able to access resources
and knowledgeKEY THRUSTS 29
STRATEGIC DIRECTIONS
1.1 Increased leadership of individuals, their families and communities to develop solutions
1.2 Issues owned by individuals, their families and communities
Attributes commonly linked with Problem-solving, assuming self-responsibility
empowerment are strength, choice, ability and managing issues are integrated into day-
to make decisions, control, dignity and to-day life instead of depending on external
independence.19 An empowered individual, sources.20 With ownership, willingness and
family and community equipped with these capability to shape their own course, the
attributes will be better able to play an active empowered are able to lead and take charge
role in achieving and enhancing well- being. of their own lives.
SOUTH CENTRAL COMMUNITY (SCC) FAMILY SERVICE CENTRE
SCC believes in community self-help. They build a community of people who are
resources to each other, receiving help when in need and giving back when others are
in need. Their initiatives serve to activate a “neighbours help neighbours” spirit that
enable low income communities out of poverty.
A COMMON SPACE OUR COMMUNITY GARDEN THE COMMUNITY
An accessible and Promoting community KITCHEN
common space specially engagement and A platform for gatherings
designed with wide open ownership, the garden is and celebrations where
spaces and glass panels created and maintained by residents can showcase
to facilitate interaction. resident gardeners. their cooking skills.
GIVE & TAKE BOARD
THE GOODWILL THE OFFERS AND THE LEARNING KAMPUNG
XCHANGE REQUEST BOARD Co-creating a learning
Food, clothes, books and Known as the “Give and Take community with parents
other items are donated Board”, items to be donated and residents, the Learning
by those who can share to and requested are put up. Kampung provides a relaxing
help others in need. Some items can help to fulfil café environment for children
dreams and aspirations. to do their homework under
the guidance of youth
mentors, alongside adult
learners who are there for
origami, conversational
English or other learning
initiatives by the community
for the community.
19
World Bank. (2002). A Framework for Empowerment: Summary.
Chatzimarkakis, J. (2010). Why Patients Should be More Empowered: A European Perspective on Lessons Learned in the
20
Management of Diabetes.30 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
To increase capability for their own well-being. At ability to participate in
and ownership of issues, a community level, needs society. With opportunities
there are some interim can be aggregated and to communicate and interact
outcomes which can communicated to bring with others, and knowing
open opportunities and about systemic changes.22 that their participation
facilitate the process makes a difference, people
to empowerment: People are connected and will feel more motivated to
able to access resources be a part of processes that
OUTCOMES and knowledge shape their lives.
To make decisions, a person
People are more self-reliant must have access to choices, INITIATIVES
Self-reliance means taking knowledge and resources. The following table
responsibility for one’s life For this to happen, a person describes ideas and
and being independent. must be connected and able existing solutions that may
When people feel responsible to access information easily. contribute to achieving
for themselves, they are At the community, it means these outcomes. They are
inclined to proactively solve harnessing its existing neither exhaustive nor
their own problems. At a strengths, assets and meant to be prescriptive,
community level, they look resources to find solutions. and serve to highlight
out for each other. existing programmes as
People are able to decide well as spark new ideas
People are able to on services for stakeholders in the
self- advocate When people are able ecosystem to collaborate
Self-advocacy refers to to use the information and work on for collective
“…one form of advocacy, presented to act on their impact. For more ideas,
occurring any time people own choice, there is a higher please refer to the Playbook
speak or act on their level of satisfaction and in the Appendix.
own behalf to improve commitment to take charge
their quality of life, effect of the process.
personal change, or correct
inequalities.”21 People who Increased participation of
can self-advocate are vulnerable populations at
better able to participate in workplace and community
developing solutions, make The key to being empowered
decisions and negotiate and independent is the
21
Cunconan-Lahr, R., & Brotherson, M. J. (1996). Advocacy in Disability Policy: Parents and Consumers as Advocates.
Reininger, B., Martin, D. W., Ross, M., Sinicrope, P. S., & Dinh-Zarr, T. (2006). Advancing the Theory and Measurement of
22
Collective Empowerment: A Qualitative Study.KEY THRUSTS 31
INITIATIVE DESCRIPTION
Preventive solutions EXISTING SOLUTIONS
look at identifying • Enhanced STEP-UP, an initiative to
and counteracting support schools to prevent students
risk factors, and from dropping out
reinforcing protective • WAGS by WINGS to promote holistic
factors before a active aging for women
problem arises. • Bettr Barista Coffee provides
training and resilience coaching to
They are effective at disadvantaged youths and women
Increase getting to the core of
number of the problem.
preventive
solutions Preventive solutions IDEAS
can be targeted • Use creative and social media to
towards the general encourage expression and pursue
population or to a passion to own issues and make
those who have a a difference
potential to be at-risk • Grow social consciousness
or those who are at • Social marketing interventions
high-risk.
Empowerment EXISTING SOLUTIONS
programmes aim to • Building Dreams – Economic
develop service users’ Empowerment Programmes for Lower
ability to articulate Income Women by AWARE and
their own needs, Daughters of Tomorrow
create solutions for
themselves as well
as make important
decisions. Choice
and control are
Empowerment key outcomes.
and personal
development Personal IDEAS
development • Using the arts to develop talents,
programmes ability to express and self-confidence
involve building • Co-develop self-advocacy training
resilience skills, content with participants
nurturing talents and • Expand existing scope of training
developing service courses to include self-advocacy skills
users’ personal
potential.32 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
INITIATIVE DESCRIPTION
Service and EXISTING SOLUTIONS
engagement • Online platform housing information
platforms refer to on service options and schemes
online and offline such as Singapore Silver Pages,
platforms that NCSS Services Dashboard and the
allow people to SG Enable website
locate and/or know • Carer SG Facebook Page is an online
Create
about services and community for caregivers
services and
to receive service • Pioneer Generation Ambassadors
engagement
users’ feedback.
platforms
Communication
should cater to
and
different needs, the
IDEAS
target audience
cultural background • Ground-up engagement platforms
and language • Matching needs to service
proficiency. • Listening to and giving service users
options to select services
Provide Options should be
options to given to service users
service users for them to decide
on services that
would benefit them.
Asset-based EXISTING SOLUTIONS
community • Youth United Programme by
development Beyond Social Services
focuses on building • COMNET by AMKFSC
communities • WeCare@Marine Parade
and mobilising • South Central Community Family
resources in Service Centre (FSC)
the community.
Community assets IDEAS
Mobilise comprising gifts of • Community models that actively tap
community individuals, local on members and/or volunteers as
assets institutions, schools, resources to help others
businesses and • Building strong community
other physical and partnerships to widen outreach
economic assets and impact
are organised and • Replicating models that are successful
utilised effectively. in deploying community assets
• Provide relevant training to enhance
volunteering outcome and impactKEY THRUSTS 33
KEY THRUST 2
Effective Social Purpose Entities
That Deliver Quality, Innovative
And Sustainable Solutions
A social purpose entity
is any organisation or
groups of individuals set
up “to change society for
the better” and deliver
services to improve the
well-being of individuals
and communities.23
Social service organisations,
also known as charities
or Voluntary Welfare
Organisations (VWOs), are
the most common type
of social purpose entity.
They are and have been
the primary vehicles which
deliver social services.
Increasingly, there are new By understanding the youths’ needs, Trybe uses creative solutions such
types of social purpose as play (seen above) in their development programmes for their youths.
entities such as the social
enterprises which are set the impact of the service. new to the user, context
up with a social mission but A high quality solution will or application. They also
may be profit driven. thus be expected to have have to be more effective
positive experiences and and efficient than existing
An effective social purpose outcomes that significantly solutions, and in ways that
entity is one which delivers improve their service users’ can work over a sustained
quality, innovative and quality of life. period of time.25
sustainable solutions. The
measurement of quality24 Effective social purpose The journey to building
can be through the process, entities also strive to “do effective social purpose
the manner in which the more with less” by way entities is represented on
service is delivered, or of innovative processes the next page.
outcomes which show or outcomes which are
Cheng, W., & Mohamed, S. (2015). Doing Good in Singapore; PricewaterhouseCoopers. (2016). Australia’s Social Purpose Market:
23
Understanding Funding Flows and Exploring Implications.
24
Malley, J., & Fernández, J-L. (2010). Measuring Quality in Social Care Services: Theory and Practice.
25
Phills, J. A., Deiglmeier, K., & Miller, D. T. (2008). Rediscovering Social Innovation.34 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
KEY THRUST 2
EFFECTIVE SOCIAL PURPOSE ENTITIES THAT DELIVER
QUALITY, INNOVATIVE AND SUSTAINABLE SOLUTIONS
STRATEGIC
DIRECTIONS
Improved organisational
? Improved service
health of social purpose
user experience
entities
More innovative and Strengthened People,
sustainable solutions Public and Private
scaled to meet needs sector collaboration
for greater impact
OUTCOMES
Solutions and needs are
Innovative solutions
assessed to look at all aspects
developed
of a service user’s life
Increased number of Increased capacity
skilled and enterprising and capability of
professionals in the sector social purpose entities
STRATEGIC Healthy organisations are about their company’s
DIRECTIONS more effective in meeting direction and strategies.
their service users’ needs. They have the resources,
2.1 Improved organisational Good health26 indicates good governance structures,
health of social an aligned organisation capabilities, leadership as
purpose entities where employees are clear well as the motivation to
26
McKinsey assesses organisational health in non-profit organisations across 10 domains. They are aspirations, strategy,
leadership, staff and volunteers, funding, values, learning and innovation, marketing and communication, advocacy, managing
processes and organisation, infrastructure and technology. Further information about the organisational health domains can be
found at http://www.mckinsey.com/business-functions/organization/how-we-help-clients/organizational-health-index.KEY THRUSTS 35
put plans into action and that is aligned to intent to 2.4 Strengthened
innovate for the better. maximise its value potential. collaboration between
People, Public and
2.2 More innovative and 2.3 Improved service Private sectors for
sustainable solutions user experience greater impact
scaled to meet needs
Services should be person- Cross-sector collaboration
Solutions have to be centred. The quality of the brings about more
grown to make an impact experience is determined by resources and ideas that
to the social problem on the structure (i.e. physical will generate new and
a larger scale. An idea settings and availability better solutions to social
turns sustainable when it of tools and resources), problems. The emphasis
becomes everyday practice. processes (i.e. a positive here is on advancing
Scaling happens when care worker-service user collaboration towards
the innovative solution relationship, including care stronger partnerships,
is applied to a wider behaviours that offer choice, such that there is a more
context.27 Once a model respect and dignity for their systematic approach leading
is robust, organisations service users), and outcomes to common agendas, shared
have to commit to a (i.e. impact from services outcomes and mutually
process of refinement and received that would improve reinforcing actions among
consistent implementation their quality of life). all parties.28
A PEOPLE, PUBLIC, PRIVATE SECTOR COLLABORATION: THE HOUR
GLASS KITCHEN PROGRAMME AT THE PACIFIC ACTIVITY CENTRE
(YISHUN GREENWALK)
The kitchen programme is a social platform for seniors to get together with other
seniors to find common interests and build support networks.
The seniors can use the two kitchenettes at the centre – one halal and one non-halal –
to cook together and have their meals in small groups. There is a range of modules for
them to attend to get to know one another.
The 3-P partners played their roles in synergy, towards the common goal of reducing
the risk of social isolation in seniors and improving their quality of life:
PEOPLE
• Seniors shared their aspirations and what
they hoped to achieve from the programme.
• Twenty Volunteers from Hua Mei Training
Academy surveyed the community to identify
seniors who are less socially connected.
• The Staff from the activity centre also
reached out to seniors for participation.
• Student interns from universities provided
suggestions and support.
27
Simon et al. (2015). Doing Social Innovation: A Guide for Practitioners.
28
Kania, J., & Kramer, M. (2011). Collective Impact.36 SOCIAL SERVICE SECTOR STRATEGIC THRUSTS 2017–2021
PUBLIC PRIVATE
• NCSS conceptualised the model and • The Hour Glass Limited donated
built a strategic partnership with The $2 million to support the cause and
Hour Glass Limited. will work with NCSS to scale the
• The Government, through the Care & programme over next two years.
Share Movement, provided a matching
grant of $2 million.
To develop effective Increased number of need to undergo the
social purpose entities, skilled and enterprising process of development
there are some interim professionals in the sector and prototyping, where
outcomes which can open To optimise service user ideas get tested in practice
opportunities and facilitate outcomes, there should be and fine-tuned from the
the process: more sector professionals feedback received.
equipped with the technical
OUTCOMES know-how to carry out Increased capacity and
interventions, knowledge capability of social
Solutions and needs to care in a person-centred purpose entities
are assessed to look at manner and an enterprising The capacity and capability
all aspects of a service mindset to continuously of social purpose entities
user’s life innovate, adapt and learn.29 have to be built for a
The assessment of needs continuous production
should be holistic and take Innovative solutions of quality, innovative and
into account all aspects developed sustainable solutions. This
that will advance a person’s Innovative solutions can be means having a strong
quality of life for more in the form of processes, purpose and set of strategies,
effective solutions and the way things are done, or adequate structure and
seamless experiences. a product, the actual good resources to get there and
created. Before innovative an overall learning and
solutions are scaled, they innovative culture.30
29
Tishler, C. (2001). Enterprising Nonprofits: A Toolkit for Social Entrepreneurs – Why Running a Nonprofit is the Hardest Job
in Business.
30
PricewaterhouseCoopers Canada Foundation. (2011). Capacity Building – Investing in Not-for-Profit Effectiveness; McKinsey &
Company. (n.d.). Elements of the Organisational Capacity Assessment Tool.You can also read
