Annual ReportFY19/20

About SNTC4 - 5

Chairman's Message6 - 7

Our Journey 8 - 9

Board Matters & Corporate Governance10 - 24

Highlights of the Year25 - 27

Engaging the Community28 - 29

Fostering a Shared Vision30 - 31

Many Helping Hands to Serve the Community of Special Needs32 - 33

A Father’s Heart: Active Future Planning to Ensure Financial Safeguards34 - 35

Participation in the Launch of SG FCAB36 - 37

Going the Extra Mile38 - 45

In the Pipeline46

Summary of Financial Statements47

02

Table of Contents

03

Shy and quiet by nature, Serene expresses herself theloudest through art and performance. From abstract torealism, illusionist to renaissance, Serene’s artistry is awindow into her colourful world. She is a member of theFAME Club, Very Special Arts, and Very SpecialOutstanding Performers. Serene has a trust set up withSNTC.

Cover Illustration by

Sng Wan Yan, Serene

serenesng_art

04

Established in June 2008, Special Needs Trust Company (SNTC) is the only non-profit trustcompany in Singapore to provide affordable trust management services to the community ofspecial needs. SNTC is supported by the Ministry of Social and Family Development (MSF) andpartners with the Public Trustee’s Office to manage the trust funds. The principal value of thetrust funds is guaranteed by the Government.

Since 2014, SNTC assumed the administration of the Special Needs Savings Scheme (SNSS),which enables parents to nominate a fixed monthly payout from their CPF savings to theirchild with special needs.

Our services are aimed to empower caregivers to put in place proper plans and arrangementsthat will enhance the financial well-being of their loved ones with special needs. We strive toensure that the long-term care needs of individuals with special needs are duly met.

About SNTC

05

The provision of trust services for thebenefit of persons with special needs

Collaborate with individuals andcommunities to provide the continuity offinancial support for persons with specialneeds

Our Vision

Our Mission

SNTC is a registered charity, an approved Institution of a Public Character (IPC), and a memberof the National Council of Social Service (NCSS). We also comply with the relevant regulationsgoverning non-profit companies and trustees, i.e. the Companies Act, Trustees Act, CharitiesAct, and the Code of Governance for Charities and IPCs.

Corporate Information

UEN

Charity Registration Number

IPC Number

Registered Address

General Manager

Banks

Auditors

200812120W

2106

IPC00063 (1 August 2019 - 31 July 2022)

298 Tiong Bahru Road, #10-01, Central Plaza, Singapore 168730

Ms Esther Tan (Since March 2009)

UOB, Maybank

Cypress Singapore Public Accounting Corporation

06

Chairman's Message

07

This year was an eventful one as SNTC facedsignificant challenges in fulfilling its missionto empower the community of special needsdue to the COVID-19 pandemic crisis whichhad devastated the economy and publichealth of most countries, includingSingapore.

However, our commitment to serve thecommunity has remained steadfast as weadapt our approach to meet the fastevolving COVID-19 situation.

Direct interaction with caregivers andbeneficiaries is the core of our service as itis critical in helping us assess the needs andrisks of our clients. Despite the restrictionsof such interaction, we have been able tocontinue operations seamlessly by adoptingnew measures in engaging and supportingcaregivers. In this respect, I am heartened atthe resilience of our Case Managers inmitigating the fears and challenges thatmany of our elderly caregivers faced duringthis period of uncertainty.

At times like these, support towards theneedy and disadvantaged is essential. Weare appreciative of the collaboration with SGEnable to render assistance in food rations,meals delivery, financial support, andrespite care to our clients. Looking ahead,SNTC will continue to mobilise thecommunity to provide these families withfinancial and emotional relief.

FY19/20 saw significant partnerships beingforged with valued stakeholders to enhancethe financial security of persons with specialneeds. In early 2019, the Muis Support forPersons with Special Needs Scheme waslaunched to empower Muslim caregivers toset up a trust with SNTC for the futurefinancial security of their loved ones withspecial needs.

Collaborative Efforts in ProvidingFinancial Intervention

This scheme has tripled the number ofMuslim beneficiaries under our trust service,and we have 26 Muslim clients whobenefitted from this scheme as at 31 March2020.

New and deeper partnerships have alsobeen established to extend our reach withinthe wider community. In 2019, wecollaborated with various communitypartners, including grassroots organisations,social service agencies, healthcareinstitutions, and financial sectors, toorganise 125 outreach events with a totalreach of 2,771 participants. We recognisethe critical need to support elderlycaregivers of persons with special needs,and will continue to work with our partnersto engage this important demographic.

Our efforts have resulted in 139 new trustaccounts set up in this financial year. Thenumber of trusts set up from deputyship-related cases has also doubled from theprevious year. Since inception in 2008, atotal of 772 trust accounts were set up. I amgrateful to the many partners who haveenabled SNTC to grow and contribute to thecommunity of special needs.

SNTC is also a trainer with the SingaporeFinancial Capability and Asset Building (SGFCAB) Training Programme to support socialworkers in enhancing financial interventionamong vulnerable families.

As a trainer with SG FCAB, we are able toshare the experience gleaned over the yearsfrom supporting clients in earmarkingassets for the long-term care of theirdependants with special needs. I amconfident that our expertise will contributepositively to the social service sector.

The growth and achievements of SNTCwould not have been possible without thesupport and counsel from MSF. We are alsograteful to the Public Trustee’s Office formanaging the trust funds, and to CPF Boardfor partnering us in the Special NeedsSavings Scheme.

This is an opportune time for me to expressmy appreciation to my fellow Boardmembers and the management for theirinvaluable contributions in the past year.We are also grateful for the steadfastsupport and commitment of our staff,partners, clients, and volunteers. Together,let us continue this journey towards ourcollective mission in serving the communityof special needs.

Our Appreciation

Moses Lee Kim PooChairman

SNTC bids farewell to ProfLim Pin, who served asSNTC’s Chairman since ourinception, and welcomes ournew Chairman, Mr MosesLim.

08

Our Journey

09

June 2008SNTC is incorporated as aCompany Limited byGuarantee.

October 2009SNTC officially launches itsSNTC trusteeship scheme.

June 2011Society of Trust & EstatePractitioners and SingaporeTrustees Association adoptsSNTC as its charity anddonates the proceeds fromits Inaugural Gala Dinner toSNTC. The donation is usedto help financially deservingfamilies with the initialcapital that is required to setup their trusts.

August 2014SNTC takes over theadministration of the SpecialNeeds Savings Scheme(SNSS) from SG Enable. SNSScomplements the SNTCTrust scheme in enhancingthe financial security ofpersons with special needs.

March 2013MSF starts to subsidise thefees payable for SNTC trustservice. Our fees are now90% to 100% subsidised byMSF.

April 2016SNTC works with theInstitute of Financial Literacy(IFL), a collaborationbetween MoneySENSE andSingapore Polytechnic, tokick-start the FinancialEducation Programme forcaregivers of persons withspecial needs.

January 2019March 2018SNTC hosts a delegate ofHong Kong Governmentofficials who came to learnfrom SNTC’s experiences sothat they could set up asimilar trust service in HongKong.

April 2014MSF rolls out its Pilot PanelDeputy Scheme comprisingvolunteers who may applyto court to be appointed asdeputies for elderly personswho have lost mentalcapacity. These deputies aregranted powers to liquidatethe assets of the elderly anduse the proceeds to set up atrust with SNTC for thebenefit of the elderly.

February 2019Majlis Ugama IslamSingapura (Muis) and SNTCsigns a Memorandum ofUnderstanding (MOU) forthe Muis Support forPersons with Special NeedsScheme, which will benefiteligible Muslim families toset up trusts for their lovedones with special needs.

November 2018SNTC celebrates its 10th-year anniversary withbeneficiaries, caregivers,directors, and communitypartners. We are alsohonoured to be joined byour guest of honour, MrDesmond Lee, Minister forSocial and FamilyDevelopment.

SNTC hosts a group ofJapanese delegates whocame to understand moreabout SNTC’s structure andcase profiles in order to setup a similar trust service inJapan.

March 2019

10 11

Board of Directors

Mr Moses Lee Kim PooChairman

Mr Cyril Chua Yeow HooiBoard Director

Mr Chee Yoh ChuangBoard Director

Ms Charlotte Beck Gek SuanBoard Director

Dr Balbir Singh S/O Mal SinghBoard Director

Dr Jeremy Lim Fung YenBoard Director

Mr Lim Cheng TeckBoard Director

Mrs Hauw-Quek Soo HoonBoard Director

Prof Tang Hang WuBoard Director

Ms Tina Hung @ Ong Geok TinBoard Director

Ms Dilys Charmaine Boey MengyiBoard Director

Dr Abdul Majeed Bin Abdul KhaderBoard Director

12 13

Date of First& CurrentAppointment

BoardMeetingAttendanceName Designation Occupation

Chairman, Tote Board(Singapore TotalisatorBoard)

Founder & Director,Robinson LLC

Vice-chairman,Minterest Pte Ltd

Operating Partner,iGlobe Partners

Executive Director,RSM CorporateAdvisory Pte Ltd

Senior Partner, RSMChio Lim LLP

Senior Physician,Raffles Medical Group

Professor of Law,School of Law,SingaporeManagementUniversity

Senior Consultant,National Council ofSocial Service

Mr Moses Lee Kim Poo

Mr Cyril Chua Yeow Hooi

Mr Lim Cheng Teck

Mrs Hauw-QuekSoo Hoon

Mr Chee YohChuang

Dr Balbir Singh S/O Mal Singh

Prof Tang Hang Wu

Ms Tina Hung @Ong Geok Tin

Chairman

Director

Director

Director

Director

Director

Director

Director

1 Jan 2019

20 June 20084 Dec 2017

20 June 20084 Dec 2017

20 June 20084 Dec 2017

20 June 20084 Dec 2017

1 Sep 20104 Dec 2017

1 Sep 20104 Dec 2017

9 Oct 20144 Dec 2017

3/3

2/3

1/3

3/3

3/3

3/3

3/3

2/3

1

Senior Director,Family DevelopmentGroup, Ministry ofSocial and FamilyDevelopment

Chief Psychologist,Ministry of HomeAffairs

Founder & ChiefExecutive Officer,AMiLi Pte Ltd

Assistant ChiefExecutive,EnterpriseSingapore (w.e.f.Aug 2020)

Partner, ASEANPeople AdvisoryServices Leader,Ernst & YoungSolutions LLP (tillJun 2020)

Date of First& CurrentAppointment

BoardMeetingAttendanceName Designation Occupation

Ms Charlotte BeckGek Suan

Dr Abdul MajeedBin Abdul Khader

Dr Jeremy Lim Fung Yen

Ms Dilys Charmaine Boey Mengyi

Director

Director

Director

Director

15 Jan 20164 Dec 2017

4 Dec 2017

4 Dec 2017

1 Oct 2018

3/3

2/3

3/3

3/3

1

1 Info correct at time of publication

Board of Directors

14

Sub-committees

15

Executive Committee Members Designation

Mr Moses Lee Kim Poo

Mr Cyril Chua Yeow Hooi

Mrs Hauw-Quek Soo Hoon

Mr Lim Cheng Teck

Chairman

Member

Member

Member

Business Plan & FinanceCommittee Members Designation

Mr Lim Cheng Teck

Ms Dilys Charmaine Boey Mengyi

Mr Chee Yoh Chuang

Mrs Hauw-Quek Soo Hoon

Mr Lee Chak Meng

Chairman (until 29 Feb 2020)

Chairman (w.e.f. 1 Mar 2020)

Member

Member

Member

Legal & ServicesCommittee Members Designation

Mr Cyril Chua Yeow Hooi

Dr Balbir Singh S/O Mal Singh

Mr Terrence Chee Teng Hsiu

Mr Joseph Kuah Boon Kheng

Dr Jeremy Lim Fung Yen

Prof Tang Hang Wu

Chairman

Member

Member

Member

Member

Member

Audit Committee Members Designation

Mr Chee Yoh Chuang

Ms Goh Geok Cheng

Mr Jeevaganth S/O G Arumugam

Chairman

Member

Member

Infocommunications Technology (ICT)Committee Members Designation

Mrs Hauw-Quek Soo Hoon

Mr Ong Lean Wan

Dr Phua Chun Wei Clifton

Mr Tee Chin Wee

Mr Mark Tham Mun Chun

Chairman

Member

Member

Member

Member

16

In renewing its Board, SNTC strives to strike a balance of retaining experienced boardmembers, while keeping an eye on succession planning by introducing fresh perspectivesthrough the appointment of new board members.

As at 31 March 2019, SNTC has 12 board members, of whom four – Mr Cyril Chua, Mr LimCheng Teck, Mr Chee Yoh Chuang, and Mrs Hauw-Quek Soo Hoon – have served since SNTC’sinception in 2008. With their deep understanding of SNTC’s unique operating model andprofessional experience, the four board members have been instrumental in ensuringcontinuity and maintaining the board performance level. Newer board members would alsobenefit from their acute understanding on the critical factors to ensure the sustainability andsuccess of SNTC.

SNTC will continue to refresh its Board at a measured pace so that it can tap the expertiseand wisdom of both its newer and existing board members as SNTC adapts to the changinglandscape and moves to its next phase of growth.

ExecutiveCommittee

Board of Directors

General Manager

Business Plan& Finance

Committee

AuditCommittee

Legal &Services

Committee

Infocommuni-cations

TechnologyCommittee

CaseManagement

CommunityEngagement

TrustAdministration

Finance, HR &Administration

Board Matters

17

Organisation Structure

18

S/N Code ID ComplianceCode Guideline Reason

The charity discloses in its annualreport the reasons for retaining thegoverning board member who hasserved for more than 10 consecutiveyears.

There are documented terms ofreference for the Board and each of itscommittees.

There are documented procedures forgoverning board members and staff todeclare actual or potential conflicts ofinterest to the Board at the earliestopportunity.

Governing board members do not voteor participate in decision making onmatters where they have a conflict ofinterest.

The Board periodically reviews andapproves the strategic plan for thecharity to ensure that the charity’sactivities are in line with the charity’sobjectives.

The Board approves documentedhuman resource policies for staff.

1.1.13

1.2.1

2.1

2.4

3.2.2

5.1

Complied

Complied

Complied

Complied

Complied

Complied

9

10

11

12

13

14

Code of Governance EvaluationChecklist (FY19/20)

19

S/N Code ID ComplianceCode Guideline Reason

Board Governance

Induction and orientation are providedto incoming governing board membersupon joining the Board.

Are there governing board membersholding staff* appointments?

The Treasurer of the charity (or anyperson holding an equivalent positionin the charity, e.g. Finance CommitteeChairman or a governing boardmember responsible for overseeingthe finances of the charity) can onlyserve a maximum of 4 consecutiveyears. If the charity has not appointedany governing board member tooversee its finances, it will bepresumed that the Chairman overseesthe finances of the charity.

All governing board members mustsubmit themselves for re-nominationand re-appointment, at least onceevery 3 years.

The Board conducts self evaluation toassess its performance andeffectiveness once during its term orevery 3 years, whichever is shorter.

Is there any governing board memberwho has served for more than 10consecutive years?

1.1.2

1.1.7

1.1.8

1.1.12

Complied

No

Complied

Complied

Complied

Yes

1

2

5

6

7

8

Conflict of Interest

Strategic Planning

Human Resource and Volunteer Management

20

S/N Code ID ComplianceCode Guideline Reason

The Board approves an annual budgetfor the charity’s plans and regularlymonitors the charity’s expenditure.

Does the charity invest its reserves (e.g.in fixed deposits)?

The charity has a documentedinvestment policy approved by theBoard.

Did the charity receive cash donations(solicited or unsolicited) during thefinancial year?

All collections received (solicited orunsolicited) are properly accounted forand promptly deposited by the charity.

Did the charity receive donations inkind during the financial year?

All donations in kind received areproperly recorded and accounted forby the charity.

The charity discloses in its annualreport — (a) the number of Boardmeetings in the financial year; and (b)the attendance of every governingboard member at those meetings.

Are governing board membersremunerated for their services to theBoard?

6.2.1

6.4.3

7.2.2

7.2.3

8.2

Complied

Yes

Complied

Yes

Complied

Yes

Complied

Complied

No

23

24

25

26

27

28

29

30

31

21

S/N Code ID Compliance

There is a documented Code ofConduct for governing boardmembers, staff and volunteers (whereapplicable) which is approved by theBoard.

There are processes for regularsupervision, appraisal and professionaldevelopment of staff.

Are there volunteers serving in thecharity?

There are volunteer managementpolicies in place for volunteers.

There is a documented policy to seekthe Board’s approval for any loans,donations, grants or financialassistance provided by the charitywhich are not part of the charity’s corecharitable programmes.

The Board ensures that internalcontrols for financial matters in keyareas are in place with documentedprocedures.

The Board ensures that reviews on thecharity’s internal controls, processes,key programmes and events areregularly conducted.

The Board ensures that there is aprocess to identify, and regularlymonitor and review the charity’s keyrisks.

5.3

5.5

5.7

6.1.1

6.1.2

6.1.3

6.1.4

Complied

Complied

Yes

Complied

Complied

Complied

Complied

Complied

Code Guideline Reason

15

16

17

18

19

20

21

22

Financial Management and Internal Controls

Fundraising Practices

Disclosure and Transparency

SNTC's Constitution does notexplicitly allow granting ofloans/ donations for activitieswhich are not aligned to ourObjects. Hence, there is noneed for a documented policy.

22

S/N Code ID ComplianceCode Guideline Reason

The charity has a documentedcommunication policy on the releaseof information about the charity and itsactivities across all media platforms.

9.2 Complied38

23

S/N Code ID ComplianceCode Guideline Reason

Does the charity employ paid staff?

No staff is involved in setting his ownremuneration.

The charity discloses in its annualreport — (a) the total annualremuneration for each of its 3 highestpaid staff who each has receivedremuneration (including remunerationreceived from the charity’ssubsidiaries) exceeding $100,000during the financial year; and (b)whether any of the 3 highest paid staffalso serves as a governing boardmember of the charity. Theinformation relating to theremuneration of the staff must bepresented in bands of $100,000. ORThe charity discloses that none of itspaid staff receives more than $100,000each in annual remuneration.

The charity discloses the number ofpaid staff who satisfies all of thefollowing criteria: (a) the staff is a closemember of the family* belonging tothe Executive Head* or a governingboard member of the charity; (b) thestaff has received remunerationexceeding $50,000 during the financialyear. The information relating to theremuneration of the staff must bepresented in bands of $100,000. ORThe charity discloses that there is nopaid staff, being a close member of thefamily* belonging to the ExecutiveHead* or a governing board memberof the charity, who has receivedremuneration exceeding $50,000during the financial year.

2.2

8.4

8.5

Yes

Complied

Complied

Complied

34

35

36

37

Public Image

24

Principal Funding Sources

Whistle-blowing Policy

25

Corporate Governance

The governing instrument of SNTC is itsConstitution.

Governing InstrumentDirectors, employees, and volunteers areexpected to conduct their dealings withinternal stakeholders, clients, vendors,partners and the public at large withhonesty and integrity. Where directors,employees, or volunteers are involved inany relationships or external activities thatmay pose a potential or actual conflict ofinterest in relation to their roles in SNTC,they must declare this conflict to SNTC.

Conflict of interest is declared annually andwhenever a potential or actual conflictoccurs.

To ensure impartiality and fairness indecision-making, employees, directors orvolunteers who have a potential or actualconflict of interest are not allowed toparticipate in any discussion or decision-making process pertaining to the matter inquestion.

Conflict of Interest Management

SNTC receives funding for its operatingexpenses from MSF. Donations receivedfrom the public are used to help needyfamilies who meet the means-testing criteriaset up an SNTC Trust by providing them withthe initial capital sum.

Reserves“Reserves” refers to the portion of SNTC’sunrestricted funds that the Board has thediscretion to use for its operating purposesto ensure long-term sustainability. TheBoard reviews the reserves level regularly toensure its adequacy in meeting SNTC'scontinuing obligations.

In light of SNTC’s current income source,expenditure needs, and externalenvironment, the Board aims to maintain areserves level of up to two years' of SNTC'sannual operating expenditure. Under itsFunding Agreement with MSF, SNTC isrequired to refund reserves in excess of thetwo years reserves level to MSF. The Boardagrees that this level of reserves isappropriately and prudently derived toprovide financial stability and to ensure thatSNTC’s clients will not be abruptly deprivedof essential services in the event ofunforeseen circumstances.

Employees of SNTC and members of thepublic who wish to bring up concerns aboutpossible malpractices or impropriety inSNTC can write to the Chairman of SNTC’sAudit Sub-Committee. Subject to legal andregulatory obligations, SNTC shall treat allfeedback with strict confidence andappropriate action will be taken to addressthe feedback and ensuing findings. Noaction will be taken against parties whoraise their concerns in good faith, even if thefeedback is found to be unsubstantiated.

Highlights ofthe Year

26 27

Our Impact

People who have beenengaged through outreach and training

(2,771 in FY19/20)

14,675

Total care plans developed

(406 in FY19/20)

2,695

Total trust accounts set up

(139 in FY19/20)

772

Total SNSS applicationsapproved

(61 in FY19/20)

560

from inception till 31 March 2020

28 29

Engaging the Community

Public education remains as an integralaspect in SNTC’s mission. There is still astrong need to equip caregivers with theknowledge to plan ahead for their lovedones with special needs. To increaseawareness of SNTC’s services in thecommunity, we frequently organise talksand workshops, as well as participate inoutreach events in collaboration with ourcommunity partners.

In FY19/20, SNTC continued to step up ourdirect outreach to caregivers by establishingregular collaborations with variouscommunity partners, including the NationalLibrary Board (NLB) and grassrootsorganisations. For instance, a series ofworkshops were conducted by SNTC withNLB at public libraries island-wide. We alsopartnered with the Institute of MentalHealth (IMH) to conduct talks for caregiversof persons with co-morbid mental healthconditions on a monthly basis. Such talks,which aimed to educate caregivers aboutthe importance of long-term planning,included topics such as SNTC’s services,deputyship, financial literacy, and estateplanning.

Besides talks and workshops, SNTCparticipated in various community-ledevents such as Let’s Play! inclusive playevents jointly-organised by the NationalCouncil of Social Service (NCSS) and PeopleAssociation’s PAssion WaVe. We also hadthe opportunity to be a part of the DayActivity Centre (DAC) and ShelteredWorkshop (SW) roadshows organised byMSF for caregivers. These opportunitieshave enabled SNTC to engage caregivers ofpersons with special needs as well as thepublic at large.

In total, SNTC has partnered with variouscommunity partners to organise 74outreach events in FY19/20 to increasepublic awareness on future planning forpersons with special needs.

We are grateful for the partnerships withvarious stakeholders to extend our outreachto the community, as well as the continuedsupport of our partners, including theInstitute of Financial Literacy (IFL) and otherpro bono lawyers, who have volunteeredtheir time and expertise to conductcaregiver workshops.

30 31

Fostering a Shared Vision

To increase public awareness of our services, SNTC conducts briefings with communitypartners that work directly with caregivers and/or persons with special needs so thatfamilies in need could be identified and referred to SNTC.

In FY19/20, SNTC conducted 52 dedicated sharing sessions with stakeholders from thesocial service, healthcare, and financial sectors. SNTC extended our outreach to FamilyService Centres (FSC) island-wide, and was invited to the FSC Sector Advance as well asFSC’s networking events. In addition, we were invited by IMH’s Child Guidance Clinic toconduct a talk for their doctors and allied health professionals to share how SNTC’sservices may benefit their patients with special needs and/or mental health conditions. SNTC also partnered with the Life Insurance Association (Singapore) to conduct briefingsfor their members, which include financial and legal advisors from multiple insuranceorganisations.

We remain committed to cultivating a strong partnership with our stakeholders toheighten the awareness of our services among families in the community.

32

Many Helping Hands to Serve theCommunity of Special Needs

In 2017, SNTC received a referral from NgTeng Fong General Hospital for Mr Teo, whowas diagnosed with Parkinson over 10 yearsago. Mr Teo, who is in his 60s, has threechildren in their late-20s to mid-30s. Each ofthem has mild intellectual disability and MrTeo’s wife, who was the family’s primarycaregiver, passed away in 2016.

Our social work-trained Case Managersstarted discussions with Mr Teo on thevarious concerns and arrangements he hadfor his children. While all three children areindependent in day-to-day activities such asbuying food or travelling, they facedifficulties in financial management.

various community partners to support MrTeo and his children. In April 2019, Mr Teowas placed in St. Andrew’s Nursing Homefor long-term residential care while hischildren continued to reside in their father’s3-room HDB flat. To ensure continuity ofcare for the three children, SNTC mobilisedcommunity support by coordinating withvarious social service agencies includingLakeside Family Service Centre, SingaporeAnglican Community Services ClusterSupport, IMH, and Blue Cross Thong KhengHome. The interventions put in placeensured that the children continued toreceive meals, food rations, and weeklyhousekeeping services.

Additionally, SNTC successfully applied forthe Mediacorp Enable Fund (MEF)administered by SG Enable, which willprovide two of the children with financialassistance for their fees at Blue Cross DayActivity Centre (DAC) as well as personal andtransport expenses.

To further safeguard the children’s financialwell-being, SNTC worked with pro bonodeputies to apply for a court order to unlocka bank account which was jointly-ownedbetween one of Mr Teo’s children and hislate wife.

The savings within the bank account werethen transferred into the child’s trustaccount to be safeguarded for his futurecare needs. By channelling the bank savingsinto the SNTC Trust, the pro bono deputiescan subsequently be discharged from theirduties.

SNTC has also supported Mr Teo in planningfor himself. As Mr Teo’s cognitive functionmay deteriorate over the years due to hiscondition, SNTC worked with pro bonodonees to complete his Lasting Power ofAttorney (LPA). If Mr Teo loses mentalcapacity in the future, his pro bono doneeswill set up an SNTC Trust for him, and sellhis 3-room HDB flat so that the saleproceeds can fund the four trust accountsbelonging to him and his three children.SNTC also sought for pro bono willexecutors to assist Mr Teo in his will-making.

With the support from SNTC and varioussocial service agencies, Mr Teo can now beassured that his and his children’s long-termcare needs will continue to be met.

Mr Teo was also worried about their long-term care needs should his health conditioncontinue to deteriorate.

As such, SNTC supported Mr Teo bysponsoring the initial deposit of $5,000 foreach of the SNTC Trust account set up forhis three children in view of his poor healthcondition and financial difficulties. Havingsuch trust infrastructure enabled Mr Teo toearmark his assets for each child’s trustaccount so as to support their future careneeds upon his demise.

After setting up the trusts, our CaseManagers continued to work with

33

34

A Father’s Heart: Active Future Planningto Ensure Financial Safeguards

When Mr Toh was first referred to SNTC bya medical social worker in 2016, he was thesole breadwinner and primary caregiver inhis family. Mr Toh, who was in his late 60s atthe time, worked as a part-time cleaner, andhad to look after his wife and son. His wifehad intellectual disability while his son, anonly child in his 30s, has intellectualdisability and epilepsy as well. Mr Toh’s sonhas been working under shelteredemployment at MINDS WoodlandsEmployment Development Centre for closeto 10 years, but still faces challenges inmanaging his own finances.

As the primary caregiver, Mr Toh was deeplyconcerned for the future well-being of hisfamily. In May 2016, Mr Toh proceeded toset up an SNTC Trust for his son, with theinitial capital of $5,000 sponsored by SNTCin view of the family’s financial difficulties.Mr Toh had also planned to set up an SNTCTrust for his wife, but she passed away in2018.

In 2018, Mr Toh started using a wheelchairdue to osteoporosis. SNTC also helped MrToh with his own future planning byencouraging Mr Toh to apply for a LastingPower of Attorney (LPA). With an LPA, hisdonee will be able to manage his affairsshould he lose mental capacity in the future.

With the SNTC Trust set up for his son, ourCase Managers supported Mr Toh in takingactive steps to ensure that his estate will bechannelled into the trust account for hisson’s long-term care needs. As Mr Toh hadjoint bank accounts with his son who isunable to withdraw money, SNTC assistedMr Toh and his nephew in applying fordeputyship in order to transfer the banksavings into his son’s trust account. Mr Toh’swish is also for his son to transition intoinstitution care upon his demise. As such,the deputies will similarly be able to sell MrToh’s 4-room HDB flat, jointly-ownedbetween father and son, so that the saleproceeds of the flat can then be transferredinto the trust to meet his son’s future careneeds.

Mr Toh has since made his CPF andinsurance nominations to his son’s trustaccount as well. By planning actively, Mr Tohhas ensured that SNTC will be able tosafeguard and manage the monies for hisson’s long-term care needs in future.

35

Moving forward, our Case Managers willcontinue to check in on Mr Toh throughhome visits, as well as reviewing the futurecare arrangements for himself and his son.SNTC will also partner with other socialservice agencies in serving his son’s careneeds. With the support of SNTC, Mr Toh isassured that there will be financial securityfor his son’s long-term care.

Photo credits: Mediacorp Channel 8

36 37

Participation in the Launch of SG FCAB

On 7 June 2019, SNTC was invited as a speaker at the launch event of the Singapore FinancialCapability and Asset Building (SG FCAB) developed by the Next Age Institute, under NationalUniversity of Singapore’s Faculty of Arts & Social Sciences. The SG FCAB initiative serves toequip social workers with the knowledge and skills in assisting the disadvantaged by providingguidance on household financial matters and access to appropriate services.

During the plenary session on “Innovative Approaches in Incorporating Financial Capabilityand Asset Building in Social Work Practice”, SNTC’s Senior Case Manager, Ms Diana Lim,shared how SNTC plays a critical role in supporting caregivers to plan for the long-term careneeds of their loved ones with special needs.

The presentation also highlighted the importance of forward planning and enabled socialworkers to have improved integrated knowledge of financial resources and schemes. Thelatter also serves to enhance the capability of social workers as they are empowered toacquire a holistic perspective when helping caregivers to navigate different ecosystems andaccess the repertoire of resources and opportunities.

We are thankful for the opportunity to contribute to the SG FCAB training, part of a ContinuingProfessional Education programme for social workers in Singapore.

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Going the Extra Mile SNTC’s objective lies in enhancing financial security for persons with special needs. Even so, we pride ourselves on goingabove and beyond when it comes to providing additional support and respite to our caregivers and beneficiaries.

40

Digital Workshop for Caregivers and Beneficiaries

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In celebration of Singapore’s Bicentennial National Day, SNTC and RiversideSecondary School organised a joint event with inclusive play for ourbeneficiaries with special needs on 8 Aug 2019.

This event provided a unique opportunity for a class of mainstream schoolstudents and our beneficiaries to celebrate the joyful occasion together. Inorder to prepare suitable activities, the students underwent a briefing bySNTC to acquire a deeper understanding of the types and challenges ofvarious special needs conditions. This process enabled the students todevelop civic-mindedness and empathy towards the vulnerable.

Throughout the event, cheering and laughter filled the school hall asmeaningful interaction was fostered through games and sing-alongs. It wasevident that the close interaction between students and our beneficiariesbroke barriers as they shared many enjoyable moments on this unforgettableday.

SNTC is also proud to be part of the learning journey of our leaders oftomorrow towards a more inclusive society.

National Day 2019 Celebration with Riverside SecondarySchool

On 21 Sep 2019, SNTC organised a digital workshop for our caregivers andbeneficiaries with LearnIn, a social enterprise that aims to help persons withspecial needs and elderly in continuous learning.

This complimentary “Life Skills for the Digital Economy” workshop providedthe opportunity for 7 families to benefit from digital skills. Such skills includethe creation of email accounts and the concept of contactless payments. Theparticipants also learned to use practical Apps such as SimplyGo andHealthHub, which would make transport and tracking of medicalappointments more convenient for them.

We are grateful for this collaboration and special thanks to LearnIn’sfacilitator and volunteers for contributing their time and expertise inimparting useful skills to our caregivers and beneficiaries.

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Our year-end event is always a day whichour elderly caregivers and beneficiariesfrom the lower-income families look forwardto joining and be immersed in the holidaycheer. It is also an event that offers respiteto caregivers who are usually occupied withcaregiver duties, and allows for meaningfulbonding between our staff and clients. On 7 Dec 2019, 21 families joined us at KokFah Technology Farm where ourbeneficiaries were treated to a guided tourabout hydroponic farming. During the tour,our beneficiaries were taught to use theirsenses of touch, smell, sight, and taste toexperience the greens. Such multisensoryexperiences heightened their learning.Besides the tour, our beneficiaries plantedtheir own mini “vegetable farm” which theycould bring home and harvest as ediblegreens.

While beneficiaries were occupied with thetour and planting activity, caregiversattended a self-care workshop onsite by HuaMei Training Academy. This highlyinteractive workshop, “Staying Well – Secretsof the Super Agers”, engaged our caregiversin mental and physical exercises tostrengthen their brain health and fitness.

Year-end Getaway at Kok FahTechnology Farm

During the 3.5-hour session, caregivers alsorelieved their stress through positiveinteractions and fruitful discussions withfellow caregivers. This workshop helped todevelop rapport among our caregivers, andthey unanimously agreed to join aWhatsApp caregiver support groupfacilitated by SNTC.

We believe that the year-end event was asmemorable a day for our own staff as forour caregivers and beneficiaries.

Our sincere thanks to Hua Mei TrainingAcademy for conducting the complimentarycaregiver workshop, and SG Enable,administrator of the Mediacorp EnableFund, which sponsored  the farm tour andbuffet lunch in support of our commitmentto support our caregivers.

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On 18 Jan 2020, a caregiver workshop titled“Be a Healthy and Happy Caregiver!” wassuccessfully conducted with a facilitatorfrom Hua Mei Training Academy. In the 3.5-hour session, more than 20 of our elderlycaregivers were equipped with self-careknowledge, such as identifying signs ofcaregiver stress and communicating theirneeds.

The session also provided a safe haven forcaregivers to share their SNTC journeys andworries under the guidance of the facilitator.Strong rapport was also built among fellowcaregivers as they could relate to the storiesand appreciate each other’s support.

At the same time, our beneficiariesparticipated in games and activitiesorganised by SNTC with the support ofdedicated volunteers. Special thanks to ourvolunteers for their time and enthusiasm inbefriending our beneficiaries. Theircommitment enabled our caregivers to havea peace of mind and in turn benefited fromenriching discussions with fellow caregiversat the workshop.

Be a Healthy and Happy Caregiver! -Workshops for Caregivers

After the caregiver workshop, everyonecame together and were treated to asumptuous buffet lunch. Our caregivers andbeneficiaries were all smiles during lunchand we were thankful that it had been arewarding experience for them.

Once again, we would like to express ourdeep gratitude to Hua Mei TrainingAcademy and SG Enable, administrator ofthe Mediacorp Enable Fund, for supportingour efforts in empowering our caregivers tostaying well.

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There is a greater urgency among elderlycaregivers to plan ahead for their loved oneswith special needs. In order to reach outelderly caregivers who may not understandEnglish or are less tech-savvy, SNTC willestablish new and ongoing collaborationswith our community partners includingSilver Stations in Singapore to effectivelyreach out to these seniors.

Redesign of SNTC’s Collaterals

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3,954,380465,215149,320

4,568,915

27,2005,795,954(1,254,239)4,541,715

4,568,915

32,417,313(32,417,313)4,999(4,999)

-

5,024,735580,160159,433

5,764,328

14,7246,043,661(294,057)5,749,604

5,764,328

26,596,566(26,596,566)16,562(16,562)

-

2,476,40014,33010,0558,44115,90679,2837,900

2,612,315

1,798,026314,281

2,112,307

500,008

2,443,44914,2109,4359,16011,99668,009-

2,556,259

1,540,620355,736

1,896,356

659,903

INCOMEGrants from MSFTrustee's FeeDonationsDonation-in-kindWage Credit SchemeInterest IncomeOther Income

EXPENDITUREExpenditure of ManpowerOther Operating Expenditure

SURPLUS FOR THE YEAR

In The Pipeline

Outreach to Elderly CaregiversSNTC’s collaterals will be having a new andrefreshed look in FY20/21. Caregivers,stakeholders, and members of the publiccan look forward to spotting new collateralsfrom SNTC, such as our brochures. Thesecollaterals will be carefully redesigned toallow for clearer and better understandingof our services.

Summary of Financial Statements

Statement of Financial Position as at 31 March 2020

Assets 2020 (S$) 2019 (S$)

RESTRICTED FUNDSAccumulated FundFinancial Assistance FundCare and Share Fund

Represented by:NON CURRENT ASSETSCURRENT ASSETSLess: CURRENT LIABILITIESNET CURRENT ASSETS

TRUST FUNDTrust Amount Held by Public Trustee's OfficeLess: SNTC Trust Fund due to PrincipalsMonies Held on behalf of SSHLess: Monies Held on behalf of SSH

Statement of Comprehensive Income for the year ended 31 March 2020

Income 2020 (S$) 2019 (S$)

Please visit www.sntc.org.sg for the full financial statements of FY19/20.

298 Tiong Bahru Road, #10-01 Central Plaza,Singapore 168730

Tel: 6278 9598Email: enquiries@sntc.org.sg

Website: www.sntc.org.sgFacebook: www.facebook.com/SNTCSG