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VCFAPPROVED

Professional Course forNon-Profit Leaders

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14modules, once a week,spread over 14 weeks

14subject-matter

facilitators

30+

thought and practice leaders to share their experiences

20+

course-mates to foster new collaborations

13to “on site” community partners

for experiental learning

13major case studies for in-depth

hands-on understanding of practical non-profit issues

CoNteNts

1 At a Glance

4 Programme Overview

5 Curriculum Architecture

7 Module Description

At A GLANCe What: • High-impact learning “inside and outside the

classroom.” In line with SMU’s “the world is our classroom” theme, be inspired by sector knowledge entering your learning space.

• 14 modules designed for non-profit leaders to enhance your strategic leadership, governance and operational management capabilities.

• Your opportunity to become an impactful and efficient leader. Transform your organisation and the way you influence it!

When: • Every Thursday from 24 January - 8 May 2013

• Time: 9.00am networking and tea, 9.30am to 5.00pm course (except 24 January, time 2pm to 5.30pm)

Where: • Held at Community Partners’ venues to bring

you inside several best practice in the non-profit sector.

• First-hand case-studies of 13 different organisations and how they function.

• This “outside the classroom” experience, relevant to each topic, is a distinctive feature of the programme.

Who: • Executive Directors and Chief Executive Officers

• Senior Management staff of non-profits from social and health services, community development charities, education and arts organisations

• Board Members

Cost:Programme Feeper attendee (with GST) (After VCF*)

total Course of 14 modules

$4,950 $990

* VWOs-Charities Capability Fund subsidy

Unique programme features: • A diverse and highly qualified mix of

participants, instructors, non-profit experts, sector thought leaders and community partner organisations to increase the effectiveness of each module.

• The participation of a wide range of Community Partners provides a rare opportunity to take a closer look at selected non-profit organisations in Singapore and to examine what makes them tick on the basis of in-depth case analysis and cooperative learning. Please refer to pages 13 to 19 for more information about the community partner organisations, facilitators and practice leaders.

Course QualityiLEAP:• Builds non-profit governance and management

capabilities • Sets a benchmark in curriculum innovation• Provides practical leadership lessons• Offers thought leadership• Encourages crowd sourcing of non-profit

solutions

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13 Community Partners

15 Course Facilitators

18 Non-profit Practitioners

20 Application Details

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CoUrse sUmmAry ANd sChedULe date (2013)/time

Venue module Facilitators* and Guest speakers

1 24 January2pm – 5.30pm

Singapore Management University

The Non-Profit Environment

• WillieCheng,TheWorldThatChangestheWorldauthor• ProfThomasMenkhoff,SMU• CrystalHayling,LienCentreforSocialInnovation

2 31 January 9.30am – 5pm

Bizlink Centre Balancing Organisational & Social Objectives

• BraemaMathi*,MARUAH• AlvinLim,BizlinkCentreSingaporeLtd• GerardEe,BeyondSocialServices• LeonieTan,YellowRibbonProject

3 7 February9.30am – 5pm

National Kidney Foundation Singapore

Ethics & Governance

• Asst.ProfEugeneTan,*SMU• EuniceTay,NationalKidneyFoundationSingapore• TanGuanHeng,SAVH

4 14 February9.30am – 5pm

SingaporeRedCross Society

Financial Management

• SuhaimiSalleh*,SSAConsultingGroup• BenjaminWilliamJeyaraj,SingaporeRed

Cross Society• AssocProfHoYewKee,NUSBusinessSchool• FoongDawChing,StLuke’sHospital

5 21 February9.30am – 5pm

Assumption Pathway School

Strategic Planning

• AndrewSng*,DecisionProcessesInternational• WeeTatChuen,AssumptionPathwaySchool• DrMaryAnnTsao,TsaoFoundation• SVivakanandan,AngMoKio-ThyeHuaKwanHospital

6 28 February9.30am – 5pm

HCA Hospice Care

Assessing Social Impact

• PatsianLow*,NationalVolunteer&PhilanthropyCentre• DrRAkhileswaran,HCAHospiceCare• JolovanWham,HOME• VibhanginiRobert,NationalCouncilofSocialService

7 7 March9.30am – 5pm

Singapore Council of Women’sOrganisations

Leadership • ProfThomasMenkhoff*,SMU• SaleemahIsmail,SCWO• LimSoonHock,NationalFamilyCouncil• AngPengSiong,APSSwimSchoolSIngapore

8 14 March 9.30am – 5pm

AsianWomen’sWelfareAssociation (AWWA)

Board Effectiveness

• NancyFrohman*,ColumbiaBusinessServices• TimOei,AWWA• DrKThomasAbraham,SATACommHealth

date (2013)/time

Venue module Facilitators* and Guest speakers

9 21 March9.30am – 5pm

Archdiocesan Commission for the Pastoral Care of Migrants & Itinerant People (ACMI)

Values-Driven Negotiation

• AssocProfDonFerrin*,SMU• RussellHeng,TransientWorkersCountToo• JeremyKhoo,ACMI• JuneTham,RainbowCentre

10 28 March9.30am – 5pm

Samaritans of Singapore

Talent Management

• KokEeLan*,IntegratedHealthInformationSystems• MajeedKhader,SingaporePoliceForce• ChristineWong,SamaritansofSingapore• KehEngSong,MovementfortheIntellectuallyDisabled

of Singapore

11 4 April9.30am – 5pm

Singapore Children’s Society

Branding • DrWilsonChew*,StrategiCom• AlfredTan,SingaporeChildren’sSociety• CorinneFong,SingaporeSocietyforthePreventionof

Cruelty to Animals (SPCA)• ViswaSadasivan,SingaporeIndianDevelopment

Association

12 11 April9.30am – 5pm

*SCAPECo.Ltd

Cross-Sector Collaboration

• MartinTan*,HalogenFoundationSingapore• LynetteLee,SCAPECo.Ltd• JackSim,WorldToiletOrganization

13 18 April9.30am – 5pm

Boys’ Town Fundraising • UshaMenon*,ManagementCentreAsia• IreneLoi,Boys’Town• YapSu-Yin,TanChinTuanFoundation

14 25 April9.30am – 5pm

Dialogue in the Dark Singapore

New Social Models

• JacquelineLoh*,LienCentreforSocialInnovation• ChrisCusano,Ashoka Singapore• Chong-YeoChehHoon,NgeeAnnPolytechnic• KennyLow,OSchool• GraceSai,HUBSingapore

15 8 May2.30pm - 5pm

Singapore Management University

Final Presentations

* Course Instructor(s)

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“A non-profit leader has to have the ability to deal with the tension of the two opposing poles of the rational, economic, legal solutions of the head and the social, ethical, emotional arguments of the heart. I am glad that this course provides a good coverage of both poles. It will help the non-profit leader to balance between them in formulating policies and determining solutions.”

Gerard EeFormer ChairmanNational Kidney Foundation Singapore

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ProGrAmme oVerVIeW iLeAP aims to promote and support the professional development of non-profit leaders and senior executives. Tapping on its unique translational and experiential approach, it is designed for participants from various fields including the social and health services, community development, charities, education, the arts and environment.

Facilitated by both academic and subject-matter experts, the modules draw upon their rich and diverse experiences and capabilities. Sessions are conducted in collaboration with carefully selected community partner agencies at their respective service delivery locations. They will share their accounts of non-profit leadership, governance and operational excellence.

The course provides an excellent opportunity to network, learn and share your experiences with other people in Singapore’s social space and beyond.

iLEAP is made possible through the facilitation of the Lien Centre for Social Innovation, Singapore Management University (SMU) and the participation of community partner organisations and individuals with their diverse interdisciplinary resources.

distinctive Features• ExperientialLearning

Partnerships with community organisations to appreciate the benefits of best performance management practices and how other leaders address specific non-profit issues.

• TranslationalLearning

Reflect.Re-look.Rethink.Participantswilllearntotranslatenewresearchfindings,insightsandexperiences into practical advances in non-profit management through critical reflections with the help of various learning tools such as conversations with sector thought leaders, open space technology and analysis.

• ComparativeLearning

Throughout the duration of the course, participants will be guided in comparing their own non-profit management approaches against various case studies and to translate possible gaps into concrete strategies and action plans.

• Self-Learning

Participants will engage in self-learning prior to the start of each module. This will cover selected readings or analysis of specific cases (which will be sent out in advance), as well as resource materials about current non-profit management approaches and practices.

• Buildingthenon-profitecosystem.

iLEAP participants not only network among themselves, but have the unique opportunity to interact with more than 50 course facilitators and practice leaders. The network extends beyond the 14 weeks into the rest of these non-profit leaders life in the non-profit sector. iLEAP thus provides a platform for trust-building and collaboration, that has energised networks like The Light.

CUrrICULUm ArChIteCtUre As part of the pre-course learning needs assessment exercise, leading non-profit practitioners and thought leaders provided significant inputs in determining the learning contents of this programme. The curriculum architecture addresses management and leadership, competency needs of non-profit professionals tasked with achieving the organisational goals and visions of their respective organisations.

theme

sKILLs

social environment

stewardship& Governance

management

STRATEGIC LEADERSHIP

• TheNon-Profit Environment

• NewSocialModels

• Balancing Organisational& SocialObjectives

• Ethicsand Governance

• Financial Management

• StrategicPlanning

ENGAGINGPEOPLE • Leadership • Board Effectiveness

•Values-Driven Negotiation

• Talent Management

ENSURINGSUSTAINABILITY

• Branding

• Cross-Sector Collaboration

• Fundraising • Measuring SocialImpact

this programme is designed to deliver:• Greater appreciation of the non-profit management perspective and further development of your

leadership capability

• Intense interaction and exchange of ideas with carefully selected thought and practice leaders

• Enhanced understanding of how to align and integrate your organisational mission with strategic economic and management requirements

• Improved capability to evaluate the relevance of new management ideas and concepts in a non-profit environment

• Building a strong network of relationships with other non-profit leaders

iLEAP is very practical yet provide very insightful thoughts on varying issues we faced in leading our NGO. I look forward attending the session each week because I will be inspired and motivated by the facilitators or the panel speakers; and I most appreciated the different organisations playing host to allow me to see the “real things” and ask questions on the challenges they faced. Indeed, a time well-spent.

yong Chee yeeHR DirectorCampus Crusade Asia Ltd.

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modULe desCrIPtIoN The programme is based on several strategic thrusts which are supported by “handpicked” community partners to ensure a truly enriching learning experience, relevant learning contents that include lessons learnt, effective strategies, successful practices, challenges, outcomes etc., and food for thought for lively discussions.

1. TheNon-ProfitEnvironmentThis inaugural session sets the tone for the participants to learn more and reflect about the rapidly changing international non-profit landscape, the vision for Singapore as a non-profit hub, and associated strategic leadership challenges in the local non-profit ecosystem. Eminent thought leaders will share their vision for and views of the non-profit environment and what it takes “to take charge.”

module outline:

• Mission and vision of our new non-profit leadership programme

• A macro perspective of the non-profit world • Singapore as a non-profit hub• The heart and soul of a non-profit leader

module outcome:

Understand current developments and trends in the local and global non-profit environment and appreciate the critical role of strong leadership in the social space.

2. Balancing Organisational andsocial objectives This session explores the unique qualities, set-ups and identities of non-profits and their inter-relational roles in the social space. Particular emphasis is put on the joint optimisation of both social and economic goals which represents a traditional challenge for non-profit leaders. The module will focus on selected strategic and organisational issues when balancing commercial and social objectives.

module outline:

• The multiple identities of non-profits• Challenges and opportunities in balancing

social and economic objectives • Engaging the stakeholders in the planning

process• Key elements of robust performance

management systems

module outcome:

Learn to balance economic and social objectives ethically, and in line with good governance and performance management standards.

The strength of the course is in its wide range of speakers and facilitators sharing their invaluable knowledge and experience, presented in contexts which are relevant to most aspect of dealings to leaders of non-profit organisations. The interactive approach in delivering the sessions provides opportunities for participants to engage in discussions and interesting group presentations. The course has given me lots of knowledge and practical tips and I made many friends too.

roslan mohamed saadDirector of Education DivisionDyslexia Association of Singapore

I was involved in an iLEAP assignment which was actually implemented a few months later. It was amazing. Whatweworkedonwasalifeproject.This captures the feel of the entire iLEAP curriculum, as I made my weekly journey searching for the session location (a unique feature of this course), to hear from practitioners who willingly shared stories of how they transcend boundaries to stay true to vision. I was greatly inspired by the practical tips from cutting edge leaders in the social space who led each module. A unique course to enable us to break out of the mould and think out of the box.

Leong Wing Keen Director, Volunteer Management Lakeside Family Centre

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3. EthicsandGovernanceHowrelevantisethicstothenon-profitsector?Whatare some of the ethical and governance challenges facing the non-profit sector eco-system? Too often lip service is paid to ethics and governance in the for-profit and non-profit sectors. This module seeks to sensitise participants to the centrality and utility of ethics and governance as pre-requisites for organisational sustainability, growth and purposeful impact. It also explores the importance of values-based decision making in risk assessment, and how ethics and governance can align organisational mission, strategy and performance.

module outline:

• Understanding the regulatory environment and its relevance to decision making by

board and management team members• Relevance of ethics and governance

as strategic knowledge, actionable integrity and leadership, and holistic risk management

• Insights into the factors affecting ethical decision-making

module outline:

Develop an appreciation for the role of ethics and governance in personal and organisational leadership, and acquire an understanding of the complementary roles of compliance- and principle-based accountability and governance.

4. FinancialManagementThis module is designed to help non-profit leaders and non-financial managers to interpret CAS (Charity Accounting Standards), relevant financial indicators and important aspects of financial management and revenue forecasting with the aim of ensuring fiscal accountability.

module outline:

• Understanding and interpreting CAS• Evaluating financial indicators such as

reserve, programme and fundraising ratios by reading financial statements

• Implementing cash flow, investment, reserve and risk management processes

• Best practices in reporting cost and revenue forecasting and performance

module outcome:

Know the “real situation” of an organisation by interpreting financial indicators and streamlining respective flow, investment, reserve and risk management processes.

5. StrategicPlanningPositioning of programmes and goals in alignment with the vision of the organisation is vital for effective strategy development. This module equips non-profit leaders with useful frameworks, methodologies and tools to identify the right pathways and to evaluate crossroads on your strategic roadmap towards organisational sustainability and success.

module outline:

• Importance of vision and mission in strategic management

• Selecting appropriate strategy models to provide management directions – based on goals, needs and outcomes

• Crafting a strategic growth plan• Do’s and Don’ts of strategic growth plans• Evaluation and review of the plan

module outcome:

Acquire strategic management skills in line with your organisational vision, through an understanding of key elements of a strategic growth plan, including elaboration of evaluative and review aspects.

6. MeasuringSocialImpactUnderstand the context and methodology of how impact is assessed, the different applications between projects, organisations and sector, and new ways of using the assessment of impact.

module outline:

• Background: How to understand stakeholders’ needs and match them to your organisation’s objectives

• Context: New ways of understanding value creation

• Tools to assess impact: Moving beyond tracking programme activities and performance to measure social change

• How to communicate social impact to the stakeholders in a simple, precise and compelling manner.

• Social impact assessment as a tool for organisational growth.

module outcome:

Learn to respond to the evolving needs of the non-profit sector by understanding the emerging expectations of donors and social investors. Through case study and examples, understand the concept involved and learn to assess social impact.

7. LeadershipVisionary management, empowerment, diplomacy, feedback etc. represent major tasks of organisational leaders. Together with competence, optimism, integrity, personal energy, etc, they represent essential leadership components of a successful leader who is able to motivate board members, staff, volunteers and donors to work towards a common social goal. This module will feature essential leadership concepts and components applicable to non-profit leaders. Participants will reflect about their own leadership dimensions with the help of a proven assessment instrument and develop a personal action plan for further increasing their effectiveness.

module outline:

• Appreciating the power of good leadership theories

• Defining good leadership and leadership effectiveness in the non-profit environment

• Reviewing major task and personalcomponents of organisational leadership vis-à-vis expectations and requirements of the organisation, board members, staff, volunteers and donors

• Assessing and reflecting one’s own leadership dimensions and developing an action plan for further increasing one’s effectiveness

module outcome:

Appreciate the various dimensions of strong leadership and develop key elements of a personal leadership development action plan for becoming the best leader you can possibly be.

“Ethics and good governance endow organisations, their leadership, and staff with a moral backbone and strengthen their conviction to better steward their mission, people, resources, and stakeholders.”

eugene tanAssistant Professor of LawSchool of Law, SMU

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8. BoardEffectivenessAn effective non-profit leader must build a productive relationship with his/her board and is responsible to ensure compliance with the Charity Council’s Code of Governance. The issues and challenges faced by both non-profit board and management team, in ensuring the effectiveness of those who jointly oversee the activities of the non-profit, are at the core of this module.

module outline:

• Rolesandstructureofthenonprofitboard• Board responsibility to review the governance

practices and ensure compliance with the Charity Council’s Code of Governance

• Diagnostic tools to evaluate board effectiveness

• How to maximise board’s expertise, support, and involvement

• Succession planning that ensures a smooth and successful transition

module outcome:

Develop strategies and interventions to engage and influence the board members to maximise organisational effectiveness.

9. Values-DrivenNegotiationThe aim of this segment is to enhance the non-profit leader’s ability to reach agreements in a context of trust and transparency that advances the interests of all parties involved and in line with the organisation’s strategic vision and core values. This module is tailored for working in cultures which see relationship issues as central to negotiations in addition to rational, cost-benefit approaches.

module outline:

• Understanding the negotiation process, including sharing of information about interests and perceptions to ensure a values-driven outcome

• Types of interactions in the non-profit setting that involve negotiation, identifying specific negotiating situations, understanding the negotiating situation clearly and developing an action plan

• Preparing for the negotiation, including application of techniques that uncover the needs, issues, motivations, values, perceptions and ideals that create negotiating interests and knowing when to leave the negotiation table

• Handling negotiations in a manner that preserves and improves relationships

module outcome:

Acquire practical negotiation skills to effectively respond to behaviours that seem to make it rather difficult initially to negotiate in a mutual spirit of cooperation.

10.TalentManagementPeople’s participation is a key feature of the non-profit space. Hence, effective engagement of talent and human capital at all levels is a hallmark of a strong non-profit leader. This module will deliberate best practices in people management and engagement in the arena of volunteer and staff in non-profit organisations.

module outline:

• Exploring strategic talent-related issues of turnover, restricted compensation, chronic resource restraints, and managing a mix of full-time, part-time and volunteer workforce• Talent attraction, training and development strategies and practices• Leadership and corporate culture/values and their impact on talent retention • Managing and engaging volunteers

module outcome:

Manage and leverage on talents across the organisation and beyond, based on best human capital management practices with regard to talent acquisition, motivation and development.

11.BrandingA distinctive, clear brand identity creates an imagery of associations, memories, positive feelings and the satisfaction of participation. Marketing and advertising can help to promote the brand and increases visibility of the work done through the organisation in delivering the mission.

module outline:

• Evaluating the organisation to derive at a few key messages – who you are, what you do, how you do it, and why anyone should care

• Developing the core message the non-profit should convey

• Reviewingwhether themissionstatement,logo, tagline, supporting materials, etc. are aligned to the core message

• Helping key volunteers (eg: board members) as well as leading executives and spokespersons to “stay on message”

module outcome:

Acquire hands-on knowledge and skills to develop an effective brand strategy for your non-profit.

12.Cross–SectorCollaborationA non-profit leader interacts and engages with a multitude of constituents who represent a rich source of knowledge, experiences and wisdom. This module explores the critical elements of this collaboration process in the areas of alignment of mission and strategy, collaboration management as well as value creation.

module outline:

• Defining collaboration management • Meeting organisational challenges through

intra-organisational cooperation• Appreciate the distinction between

collaboration and consensus building, consultation and other forms of dialogue

• Examine approaches, techniques, methods aimed at identifying best practices to develop a boundary-spanning organisational culture where collaboration thrives

module outcome:

Ability to evaluate organisational readiness for good stakeholder relations and ascertain the pre-requisites to increase value-added cross-sector collaboration.

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12 13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13.FundraisingEthical and effective fundraising are among the cornerstones that strengthen the non-profit. The emerging trends in donor expectations and accountable fundraising makes donor reporting and use of funds as important as the fundraising mechanisms.

module outline:

• Leadership in fundraising to transform the non-profit’s potential to mobilise resources

• Setting organisational directions to ensure successful fundraising is made possible

• Fundraising best practises to build a culture within the organisation so that fundraising can thrive

• New trends indicate fundraising co-existing with alternative sources of financing and income generation to ensure financial sustainability

• Moving ideas to implementation – developing an action plan

module outcome:

An action plan that incorporates the understanding of fundraising mechanisms and exemplary donor care for each category of supporters.

14.NewSocialModelsThe forces of globalization and innovation have provided the impetus and momentum for great social change. This module highlights the various emerging social models and stretches the participants’ paradigm to strategically consider how to deliver their mission by bridging the “for profit” –“non-profit” dichotomy.

module outline:

• Understanding the context for social innovation and social change

• Introducing the concepts of social enterprise and social entrepreneurship

• Exploring new potential sources of funding in the areas of social finance and philathrocapitalism

• Reviewing case study of an organisationthat strategically helps to bridge the “for profit” –“non profit” dichotomy

• Relook at current operations and exploreopportunities to redesign existing systems to leverage new social models and funding

module outcome:

Develop an understanding and appreciation for the possibilities that “traditional” nonprofits can leverage on by strategically exploring the dimensions of various social models.

CommUNIty PArtNersOur community partners provide both important actionable knowledge and access to their organisational resources to ensure a meaningful and enriching learning experience that would otherwise not be possible in a pure classroom setting.

The collaborative inputs provided by our partners range from providing the venue and the rare opportunity to visit their operations to functioning as a real life case study, enabling participants to translate conceptual knowledge into practical insights about effective non-profit management and strong leadership. On-site learning in the premises of the various community partners makes it possible for participants to really appreciate the key takeaways of the respective module and case study. Participants will get first-hand exposure to real non-profit issues and challenges as well as the opportunity to debate the “right” course of action to be taken and to evaluate non-profit management practices.

singapore red Crosssociety

singapore Children’s society

singapore management University

singapore Council of Women’s organisations

transient Workers Count too

Ashoka singapore

*SCAPECo.Ltd

Boys’Town

Asian Women’s Welfare Association (AWWA)

BizlinkCentresingapore Ltd

National Kidney Foundation singapore

Assumption Pathway school

hCA hospice Care

The course is a journey itself. Apart from equipping us with a comprehensive knowledge of running an organisation, along the way, we made friends. It has been an enriching experience, learning from each other, that ultimately changed the way we see and do things.

AbdulRahmanBakar Mosque Executive ChairmanMajlis Ugama Islam Singapura (MUIS)

iLEAP course has a very refreshing approach to learning which is two-pronged:

a) The breadth is on the hands-on experience of the site visits to various NPOs to get a better understanding of how the challenges and issues are dealt.

b) The depth is the frank discussion on various topics which give learners valuable insights to approaching matters and the explanations provided by the facilitators and panelists are useful.

Overall iLEAP has provided a holistic approach to understanding the dynamics of NPOs.

Nadhira KoyakuttyDirector, Early Childhood Education PPIS Corporate Office

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samaritans of singapore

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CoUrse FACILItAtors Facilitators comprise leading SMU faculty and experienced practitioners in various fields, who are dedicated to providing you with the highest possible quality service. In addition to developing and delivering the module, faculty members collaborate closely with the community partners to maximise your learning outcomes.

Andrew sng

• Senior Partner and Managing Director of Decision Processes International Asia.

• Facilitated the formulation of over 200 organisations’ strategic profiles in Asia Pacific, and has, since 1983, trained over 20,000 executives in DPI’s suite of critical thinking processes.

• A Fellow Certified Management Consultant (FCMC) and a Fellow of the Marketing Council of Asia (FMCA).

• Author of 2 books and has written numerous articles for magazines such as Asia 21, TheGraduate,andWomanAtWork.

BraemaMathi• Volunteer, journalist, researcher and was a Nominated Member of Parliament.

• FoundedTransientWorkersCountTooSingapore,amigrantadvocacygroup.

• Vice-PresidentofActionforAidsandestablishedMARUAH,alsoknownastheSingaporeWorkingGroupforASEANHumanRightsMechanism.

• RegionalPresident(SouthEastAsiaandPacificRim)oftheInternationalCouncilofSocialWelfare.

DonaldL.Ferrin• ProfessorofOrganisationalBehaviourandHumanResources,SMU.

•ConferredLeeKwanYewFellowshipforResearchExcellenceatSMUin2006.

• Ph.D. in Organisational Behaviour from the University of Minnesota (Carlson School of Management).

• 7 years as Senior Consultant with Deloitte Haskins + Sells, (Los Angeles), and Audit and Technical Manager with Deloitte Touche Tohmatsu (Hong Kong).

• Member of the editorial review boards of the Journal of Applied Psychology, Journal of Management, Organisational Behaviour and Human Decision Processes, and the Asia-Pacific Journal of Management.

eugene tan• Assistant Professor of Law, School of Law; Co-Director, Centre for Scholars’

Development, SMU.

• Specialising in ethics and social responsibility, constitutional and administrative law.

• Serves on Tan Kah Kee Foundation Postgraduate Scholarship Selection Committee,

SPRINGSingapore’sNationalWorkingGrouponSocialResponsibility,theNationalYouth

Council Academy Advisory Panel.

• Boardmemberof theCatholicWelfareServices,TheCentre forNon-ProfitLeadership,and the National Youth Achievement Award Council.

Jacqueline Loh• Centre Director, Lien Centre for Social Innovation, SMU

• Over 10 years of experience in the field of philanthropy and international development with theFordFoundationandtheInternationalDevelopmentResearchCentre

• ConsultingexperiencewiththeBostonConsultingGroup,theWorldBankandinthefieldof microfinance with Shorebank Advisory Services

• ExecutiveCommitteememberofUNWomenSingapore,interimadvisorycouncilfortheSocial Innovation Exchange (SIX)

The course provides the platform for players of various organisations to come together and share best practices, useful reference working models and successful regulatory case studies. An engaging and refreshing learning experience for me. I commend Lien Centre for doing more than just supporting social causes but taking capability building to a new frontier.

Lim sia hoe Executive DirectorNTUC Eldercare Co-operative

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Kok ee Lan • ChiefHumanResourceOfficer,IntegratedHealthInformationSystemsPteLtd.

• Morethan25years’HRexperienceintheareasoftalentattraction,talentandorganisationaldevelopment, talent retention, HR Strategies, change management as well as HR due diligence.

• PioneeredtheHRleadership/consultingpracticeofArthurAndersen, PricewaterhouseCoopers and TÜV SÜD Asia Pacific Pte Ltd.

•Member of the Selection Panel for the Singapore President’s Award for Nurses 2006 to 2010 (appointed by Permanent Secretary of Ministry of Health).

• PresentedatseminarsandwrittenarticlesonthestrategicpositioningofHR,performance

management,mergers&acquisitions,successionplanning,reward,HRmetrics/scorecards

and leadership.

•Adjunct Associate Professor in NTU (2005, 2009/10 - 2012) and SMU (2006 & 2007),

lecturingonPerformanceManagementandMeasurement,HRMetrics,Reward&

Compensation, Personnel Selection and Training & Development.

•Master‘s degree in Organizational Leadership from Monash University, Bachelor of Business Administration from the National University of Singapore. In addition, Ee Lan is certified in severalHRtoolsinfacilitation,performance/careermanagementandcoaching.

martin tan •Co-founder and Executive Director, Halogen Foundation Singapore.

•Member of the Leadership Team for Halogen Foundation International, a not-for-profit organisation committed to inspire and influence a generation of young people to lead

themselves and others.

•Awarded The Outstanding Young Person Award 2007 by Junior Chamber International.

•Serves as the Honorary Secretary of the National Family Council.

•Deputy Chairperson, Marriage Central Advisory Board.

•Council member of the 12th National Youth Council.

• Owner&Director,TeaCosy,EuropeanCuisineRestaurant.

Nancy Frohman• 10 years of experience in providing consulting on non-profit governance, strategy formulation

and partnership strategies.

• Consultant on sustainability, community investment and responsible business for companies and governance and capacity building for social enterprises and nonprofits.

• General manager, non-profit organisation healthcare foundation overseeing governance and policy formation, asset allocation and fund administration.

• Board Member, Exco Member on several community and non-profit organisations.

Patsian Low• Deputy Director of Philanthropy division at National Volunteer & Philanthropy Centre,

responsible for initiatives that promote and engage effective philanthropy.

• Provided independent research and consultation in microfinance and social finance, worked on white papers on Microfinance in Asia, Non-Profit Media Strategies, Social Finance, Venture Philanthropy, among others.

• Mentor/trainer for the UNITAR Afghan Fellowship Programme, actively involved inAfghanistan’s redevelopment; accredited United Nations Capital Development Fund/Asian Development Bank Institute Microfinance Trainer of Trainers.

• Treasurer for Social Venture Partners (Singapore), a venture philanthropy society; founding member of the Microfinance Society (Singapore), the first Singapore-based microfinance interest group.

• 14 years of financial sector experience in U.S., Hong Kong and Singapore in product and top management roles in global institutions like Bankers Trust, Deutsche Bank and State Street.

suhaimi salleh

• Fellow Certified Public Accountant (FCPA), Fellow Certified Management Consultant

(FCMC), Practising Management Consultant (PMC) and Associate Financial Planner (AFP).

•CEO of SSA Consulting Group, a group of professional services companies providing

management consulting, training, accounting, auditing and governance review services to

non-profit, corporate as well as individual clients.

•Has more than 30 years of experience in audit, accounting, management consultancy and

corporate training. Has wide experience conducting in-company training and consulting

assignments for major private and public sector organisations, and industry associations

both locally and overseas.

•Active in the non-profit sector. Currently President of PMBM Scholarship Fund Board, an IPC. Also currently serving in the Charity Council, Ngee Ann Polytechnic Council, Institute of Management Consultants (Singapore) and Muslim Financial Planning Association.

•Awarded the SME Partner Award by the then Productivity & Standards Board in 2001 for his “outstanding contributions to the development of small & medium enterprises in Singapore”. Also awarded the Friends of MCYS Award by the then Ministry of Community Development, Youth & Sports in 2012 for his services in the Charity Council since its inception and for his active involvement in a sub-committee to refine the Code of Governance for Charities & IPCs.”

thomas menkhoff• ProfessorofOrganisationalBehaviourandHumanResources(Education),SMU.

• Fellow of the Salzburg Seminar.

•Academic Director of Centre for Emerging Markets (SMU).

•Co-editor of “The Power of Knowing: Studies of Chinese Business in Asia (Triple Issue by Journal of Asian Business, 2008)” and “Beyond the Knowledge Trap – Developing Asia’s Knowledge-basedEconomies(WorldScientificPublishing2011)”.

• Recipientoftheuniversity-wide‘MostInnovativeTeacherAward’,SMU(2009).

Usha menon

• Executive Chairman, Usha Menon Management Consultancy (Asia) , one of few consultancies working exclusively on non-profit management, leadership and fundraising across Asia.

• 25 years’ experience in the non-profit sector having held leadership positions at national and international organisations.

•Considered an international authority on non-profit leadership and fundraising.

• Lectured and trained in 27 countries on non-profit insights, emerging market fundraising experience, global leadership exposure and cross-cultural expertise.

Wilson Chew• CEO and Founder of Strategicom, a branding consultancy.

• Business Strategist with 10 years experience in corporate strategy, brand positioning and marketing strategy.

• SingledoutasathoughtleaderinbrandstrategybyTheEdgeWeeklyandaregulargueston Positive Business Minutes and Channel NewsAsia.

• Co-author of two sell-out books, “Transforming Your Business into a Brand” (2007) and “Killer Differentiators – 13 Strategies to Grow Your Brand” (2008).

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Willie Cheng Author TheWorldThatChangesTheWorld

eunice tay CEO National Kidney Foundation Singapore

Foong daw Ching Chairman St Luke’s Hospital

Jolovan Wham Executive Director Humanitarian Organization for Migration Economics

Crystal hayling Board Member Lien Centre for Social Innovation

tan Guan heng President Singapore Association for the Visually Handicapped

Wee tat Chuen Principal Assumption Pathway School

Vibhangini robert Deputy Director, Service Development Division, National Council of Social Service

Alvin Lim CEO Bizlink Centre Singapore Ltd

Chia shi teck Ex-President Singapore Scout Association

Dr.MaryAnnTsao President Tsao Foundation

saleemah Ismail Board Member Singapore Council ofWomen’sOrganisations

Gerard ee Executive Director Beyond Social Services

BenjaminWilliamJeyaraj Secretary General SingaporeRedCrossSociety

s Vivakanandan CEO Ang Mo Kio - Thye Hua Kwan Hospital Ltd

Ang Peng siong Principal APS Swim School Singapore

Leonie tan Secretary YellowRibbon Project

ho yew Kee Associate Professor NUS Business School

Dr.RAkhileswaran CEO & Medical Director HCA Hospice Care

Lim soon hock Chairman National Family Council

NoN-ProFIt PrACtItIoNersA stellar cast of thought and practice leaders will join you during each session to provide valuable insights, trusted opinions and objective responses to your queries on the subject.

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tim oei CEO AsianWomen’sWelfareAssociation(AWWA)

Christine Wong Executive Director Samaritans of Singapore

Viswa sadasivan Vice-President Singapore Indian Development Association (SINDA)

Chris Cusano Executive Director Ashoka Singapore

Dr.ThomasAbraham Executive Director Sata CommHealth

majeed Khader Chief Psychologist Singapore Police Force

Lynette Lee Managing Director *SCAPECo.Ltd

Choo-yeo Cheh hoon Senior Director, Design Cluster Ngee Ann Polytechnic

russell heng President TransientWorkersCount Too

Keh eng song CEO Movement for the Intellectually Disabled of Singapore (MINDS)

Jack sim Founder WorldToiletOrganization

Kenny Low Founder O School

Jeremy Khoo Executive Director Archdiocesan Commission for the Pastoral Care of Migrants & Itinerant People (ACMI)

Alfred tan Executive Director Singapore Children’s Society

Irene Loi Executive Director Boys’ Town

Grace sai CEO HUB Singapore

June tham Executive Director RainbowCentre

Corinne Fong Executive Director Singapore Society for the Prevention of Cruelty to Animals (SPCA)

yap su-yin Deputy CEO Tan Chin Tuan Foundation

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APPLICAtIoN detAILs Programme Fee

Programme Fee per attendee (with GST) (AfterVCF*)

total Course of 14 modules $4,950 $990

*for participants eligible for 80% funding from the VWO Capability Fund (for staff and board members of charities)

Course fees include course materials, light refreshments, lunch and the use of the venue.

Application deadline

1 month before commencement of the programme. Applications received after failing deadline will be considered on space availability.

meals

Tea/coffee breaks and lunch will be provided during the training. Meals will have vegetarian and halal options. If you have other special dietary requirements, please inform us accordingly.

transportation to module Venue

Location map and venue information will be provided prior to the commencement of the course.

Cancellation policy

All cancellation must be received in writing. The following charges apply for cancellations received.• 2 months prior to commencement: No charge • 1 month prior to commencement: 30% of programme fee• 2-4 weeks prior to the course commencement: 60% of programme fee • Less than 2 weeks prior to course commencement: 100% of programme fee

transfer/substitution Policy

Transferrequestsofparticipantsmustbereceivedinwriting.Requestsreceivedwithin4weeksofprogrammecommencement date will incur a 5% (of programme fee) administrative charge.

Certificate of Completion

Participants will be awarded a certificate upon completion of modules. Participants should attain at least 80% attendance to qualify for the certificate. To qualify for the VCF subsidy, participants must fulfil 100% attendance.

Course participants will be assessed based on the quality of an Action Plan to be presented towards the end of the course.The plan has to to be informed by at least 5 of the 14 modules so as to strategically tackle critical performance issues in their organisation. Feedback will be provided through peer evaluation and group presentation to a panel.

direct enquiries and Applications to:

iLeAP Professional education ProgrammeLien Centre for Social InnovationLevel 9, Administration BuildingSingapore Management University81 Victoria Street Singapore 188065

Email: liencentre@smu.edu.sg Weencourageonlineregistration.Kindlyvisitourwebsiteatwww.lcsi.smu.edu.sg for more details.

the iLeAP team comprises:A/Prof Thomas Menkhoff – Curriculum DirectorUsha Menon – Programme ConsultantJared Tham – Manager, Research & Programmes

We would like to thank all community partners, practitioners, and facilitators for their invaluable time and resources put forward to implement this course.

iLeAP Graduands 2010

iLeAP Graduands 2011

iLeAP Graduands 2012

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LIeN CeNtre For soCIAL INNoVAtIoNLevel 9, Administration Building, Singapore Management University

81 Victoria Street Singapore 188065 Tel: (65) 6828 0821 Fax: (65) 6828 0711www.lcsi.smu.edu.sg

To Be A Thought Leader And CatalystFor Positive Social Change