The Board’s role is to provide strategic direction and oversight of BCS’s programmes and objectives and to steer the charity towards fulfilling its vision and mission through good governance. As part of its role, the following matters require Board’s approval: 

  • Approve budget for the financial year and monitor expenditure against budget; 
  • Regularly monitor the progress of the charity’s programmes; 
  • Review and evaluate the achievement of the programmes’ intended purpose; 
  • Regularly, and at least annually, review the amount of reserves that are required to ensure that they are adequate to fulfil the charity’s continuing obligations; 
  • Annually assess and manage risk(s). 
  • The Board assumes the overall responsibility for setting the direction and strategy of the Society to ensure proper stewardship and the fulfilment of its vision and mission. 
  • The Board did not receive any remuneration from the Society during the Financial Year. As such, no Board member is involved in setting his or her own remuneration. 
  • The Acting CEO did not receive any remuneration from the Society during the Financial Year.
  • There are no staff (employees) who are close members of the family of a Board member or the CEO.
  • The Board meets regularly with a quorum of at least more than half (1/2) for its proceedings to be valid. 
  • Staff members are not permitted to chair Board meetings. 
  • All Board members are appointed in Society’s General Meetings. They served a two year term and may be re-appointed.
  • The Treasurer has a term limit of four (4) consecutive years, as stipulated in the Society’s Constitution.
  • No Board members have served for more than ten (10) consecutive years, as was outlined in the Society’s Constitution. 
  • All Board members are inducted via an induction programme and the Board Code of Conduct, which outlines the Responsibilities and Ethical Guidelines of the Board. 
  • Board self-evaluation and feedback is done annually and discussed at the board annual retreat in September. This annual practice helps the Board to assess strengths and weaknesses in her competencies and gather feedback on how she can improve in the governance and value generation of BCS as a charity.

Sub-committees are established to assist the Board in making better decisions and improve its oversight over management and its accountability to stakeholders. All sub-committees have written Terms of Reference (TOR) which were approved by the Board.

 

Finance Committee 

 

 

 

 

 

 

The Finance Committee works with the financial team to monitor the finances of the organization, guided by our Financial Policies. The Board Treasurer chairs the committee. The Committee meets at least once every year and as needed. 

The Committee’s responsibilities include the following:

  • Works with different stakeholders to prepare the annual budget for Board’s approval.
  • Ensure regular and accurate monitoring and accountability for funds and report to the Board on any financial irregularities and concerns.
  • Monitors BCS’s financial status regularly to ensure fiscal discipline and report on BCS’s balance sheet at every Board meeting.
  • Ensure the organization has sufficient cash reserves and investments necessary for long-term success.
 

Fundraising Committee 

 

 

 

 

 

The Fund-raising Committee assists the Board in overseeing the overall fundraising effort of BCS. This includes strategizing, planning, implementation and review of annual fund raising activities of BCS. 

The Committee meets at least once every half-yearly and as needed. The Committee’s responsibilities include the following:

  • Support the Society in reviewing its funding needs and working with the Board to raise the required funds in order to achieve its mission. 
  • Engage fund-raising partners to seek out and identify prospective donors in support of fund-raising efforts. 

 

Personnel Committee

 

 

 

 

 

 

 

 

 

The Personnel Committee facilitates the organisation on Board renewal; staff recruitment, remuneration, and welfare policies. The Board Chairman chairs the committee. The committee meets once every year and as needed. 

The Committee’s responsibilities include the following:

  • Reviews the composition of the Board annually to ensure that the Board has an appropriate balance of independent Board members and to ensure an appropriate balance of expertise, skills, attributes and ability among the Board members.
  • Identifies potential board member candidates and explores their interest and availability for board service;
  • Nominates board members for election as board officers.
  • Oversees the process of board orientation for new board members.
  • Draft staff personnel and welfare policies and revising it periodically to keep them up-to-date and comparable with the social service industry.
  • Guides development, review and authorisation of HR policies and procedures.
  • Establishes a salary structure, and annually reviews staff salaries.
  • Acts as a grievance Board to address employee complaints.

 

Audit Committee

 

 

 

 

 

 

 

The BCS Audit Committee facilitates the external and internal audit of the organisation for the Board to obtain independent information about the organisation’s activities. The Committee shall comprise of at least one Board member and the Board Treasurer will be part of this Committee. The Committee meets at least once every year and as needed.

The Committee’s responsibilities include the following:

  • To analyse and address the risks that are associated with the key processes (to refer to BCS Risk Management Policy and BCS PDPA Policy).
  • To conduct periodic internal checks on key processes to ensure compliance with the established procedures, and report to the Board on the findings and recommendations for improvements.
  • To oversee regulatory compliance (to refer to Government Evaluation Checklist) and whistle-blower guidelines (to refer to BCS Whistleblowing Policy).

 

  • The Society employs paid staff (employees). 
  • No staff is involved in setting his or her own remuneration. 
  • There are no staff (employees) who are close members of the family of a Board Member or the CEO.
  • There are processes for regular supervision, appraisal and professional development. 
  • All staff are required to abide by a Code of Conduct to maintain integrity and professionalism. 
  • Volunteers (individuals) are key partners in our service delivery and fulfilment of the programme requirements. 
  • New volunteers are introduced to the Volunteers Handbook and required to abide by a Code of Conduct to maintain confidentiality and comply with our PDPA Policy. 
  • Trainings are conducted for volunteers to ensure that they are able to contribute effectively and ensure the wellbeing and safety of our beneficiaries and also our volunteers.

The Board approves budget for the financial year prepared by the management and monitors expenditure against Budget.

The financial statements of the Charity are drawn up in accordance with the Statement of Financial Reporting Standards in Singapore (“FRS”).

The Charity has a restricted fund for services and programmes. There is no planned timing for use of this fund as the utilisation of this fund is ongoing based on the various services and programmes which the Charity develops and executes from time to time. The utilisation of this fund is thus based on the Charity’s annual budget for each financial year reviewed and approved by the Board.

The Charity has a written financial policy and procedures. There are written procedures put in place for financial matters in key areas, which includes procurement and purchasing controls, receipting, expenditure and payment procedures, controls and system for the delegation of authority and limits of approval. There are also procedures to ensure access to the Society’s safe and legal documents are only given to authorised personnel.

The Finance Committee, chaired by the Board Treasurer, works with the financial admin team to monitor the finances of the organization, guided by our Financial Policies.

The Committee’s responsibilities include the following:

  • Works with different stake holders to prepare annual budget for Board’s approval.
  • Ensure regular and accurate monitoring and accountability for funds and report to the Board on any financial irregularities and concerns.
  • Monitors BCS’s financial status regularly to ensure fiscal discipline and report on BCS’s balance sheet at every Board meeting.
  • Ensure adequate internal controls to safeguard and preserve the assets and financial records of the Charity.
  • Ensure the organization has sufficient cash reserves (see tab on Reserves Policy) and investments necessary for long-term success.

BCS is committed to ensure that all our fundraising efforts are conducted in an ethical, accountable and transparent manner adhering to the Fundraising Guidelines recommended by the Charity Council.

All income and expenses pertaining to a fundraising event are captured and monitored specifically for each event. This is to prevent the income and expenses of fund-raising events from being mixed up with the normal income and expenses relating to the running of the Society.

  • There are documented policies for Board members and staff to declare actual or potential conflicts of interests to the Board. 
  • Board members make annual declarations of actual or potential conflicts of interests to the Board during the first Board meeting after the AGM. 
  • Board Members abstain and do not vote or participate in decision-making on matters where they have a conflict of interest. 
  • The Board annually identifies, evaluates and manages risks to reduce the adverse scenarios associated with our Society’s strategies, programmes and services. 
  • The Board has a risk management policy in place to evaluate the adequacy and effectiveness of the Society’s risk management and internal control systems, including financial, compliance, technology, operational, communication and media. 

The Society endeavours to have a high standard of accountability, transparency and compliance. The Whistle-blowing Policy aims to provide an avenue for staff, volunteers and external parties (e.g., clients, contractors, members of the public) to confidentially whistle-blow and raise concerns about possible wrongdoing or improprieties in matters within the Society, without fear of reprisals or victimisation. 

For more information: https://www.bless.org.sg/whistle-blowingpolicy/ 

The Society endeavours to fulfil her responsibilities under the Personal Data Protection Act 2012 (the “PDPA”). The Society’s PDPA policy provides information on how BCS (“we”, “us”, “our”) collect, manage, use and disclose personal data. This policy applies to personal data collected from all individuals who are our clients, beneficiaries, members of the families of our clients or beneficiaries, employees, volunteers, donors, participants in our events, and anyone whose personal data we have possession of. 

For more information: https://www.bless.org.sg/pdpa/

The Society has a reserve policy for long-term stability of the operations and it ensures that there are sufficient resources to support the charity in the event of unforeseen circumstances. 

Reserves refer to that part of the income funds (excluding endowment funds and restricted funds and designated funds) that is freely available for its operating purposes not subject to commitment. The charity shall keep a minimum $50,000 or at least 30% of the current year’s operating expenditure budget, whichever is higher, in the bank current accounts and/or fixed deposits as reserves for contingency use in the event that donations are insufficient to meet both the operating expenses and the capital expenditure of the charity. This is to ensure that the charity has sufficient funds that can be made available for its operating purposes in case of emergency or temporary budget shortfall, especially during a prolonged severe economic downturn. 

We intend to use the reserves in the following manner: 

  1. Pay all staff salaries; 
  2. Settle all outstanding liabilities; 
  3. Ensure all outstanding operations are kept running for up to 3 months and with the view to either wind down operations or raise further financial support beyond that time. 

For FY April 2022 – March 2023