The Asian Business Case Centre in collaboration with the Tote Board embarked on a case study research project in 2008 to write and publish cases on managerial and organisational issues/topics relating to the social service sector. The project also involves conducting case workshops to facilitate participant-centred learning and the use of case method in training and development in the social service sector.

Management of Charities cases are as follows:

The Charities Accounting Standard 2011 – Implications for Singapore Charities
Chan–Ng Ai Lin, Wee Beng Geok & Ivy Buche

With the issuance of the Singapore Charities Accounting Standard (CAS) on 24 June 2011, charities in Singapore that were already complying with the Singapore Financial Reporting Standards (FRS), were presented with a choice – should they continue to comply with FRS or switch to CAS? On the other hand, charities that were complying with the Recommended Accounting Practice 6 (RAP6) (Revised 2006), which would be withdrawn, had to adopt a new accounting standard. Would it be FRS or CAS?



Singapore Chinese Orchestra (A): Building a Sustainable 21st Century Arts Enterprise
Wee Beng Geok & Yvonne Chong

Singapore Chinese Orchestra (SCO) was one of three flagship arts companies under the government's Renaissance City Plan to develop a dynamic global city for the arts. To achieve its mission to be a world renowned orchestra and long-term goal of building a sustainable arts enterprise, SCO's executive team initiated a strategic planning process and set about implementing its plans which included: programming that reflected the orchestra's core artistic values, audience development, talent acquisition and development, and corporate partnerships.



Singapore Chinese Orchestra (B): Developing Corporate Partnerships
Yang Mei Ling

The case discusses efforts by the Singapore Chinese Orchestra Company (SCO) to review its fundraising and corporate sponsorship programmes. Key challenges faced by SCO included identifying the appropriate target corporate partners, assessing and enhancing SCO's appeal to them, as well as asking hard-nosed questions about what value SCO could bring to the table for pragmatic business decision–makers in an increasingly competitive sponsorship landscape.



Society for the Physically Disabled: Managing Mission and Vision in a Non–Profit Organisation – Adaptation in Dynamic Environments
Wee Beng Geok & Ivy Buche

The case is about the impact of the external environment on the operations of a non-profit organisation – Society for the Physically Disabled (SPD). It describes how SPD managed the continuous adaptation in the implementation of programmes to meet the changing needs of beneficiaries and other stakeholders. The sustainability of its social enterprise operations in such a context is also examined. A Disability Employment Network launched at the national level would require SPD to further fine-tune the founders' mission of providing employment to people with physical disabilities in Singapore.



HCA Hospice Care Services (A): Balancing Growth and Sustainability
Wee Beng Geok & Ivy Buche

HCA Hospice Care was the largest hospice home care provider in Singapore. In 2010, HCA's leaders were at a crossroad. As the general population grew older, demand for its services was growing over and above its operating capacity. Case A highlights the challenges faced by HCA in balancing growth and sustainability, as it faced several resource constraints.



HCA Hospice Care Services (B): The Design of Home Hospice Work
Wee Beng Geok & Ivy Buche

HCA's multidisciplinary team, comprising of doctors, nurses, social workers, counsellors and volunteers, provided home-based hospice care to needy patients with terminal illnesses. The case focuses on the design of hospice home care services provided by HCA, in particular, the work performed by two groups of professionals (doctors and nurses) in the delivery of palliative care.



Singapore Children's Society: Delivering the Brand Promise
Wee Beng Geok & Yvonne Chong

Reflecting a more crowded Voluntary Welfare Organisation (VWO) landscape in Singapore, some charities saw the need to 'brand' the charity in the minds of a widening spectrum of stakeholders and the community at large. This case discusses how a charity's corporate communications exercise evolved into a broader branding exercise that took Singapore Children's Society on an internal organisational change process that included the reframing and articulation of its values, role and profile in the non-profit environment.



National Kidney Foundation of Singapore (A) – Anatomy of a Crisis
Wee Beng Geok & Yvonne Chong

This case study is about the National Kidney Foundation of Singapore (NKF) and examines the issues leading to a leadership crisis in the organisation in 2005. It explores the initiatives taken by its CEO to build the NKF brand and reach from 1992 to 2005. The impact of NKF's innovative fund-raising model and strategies on the organisation and its external environment, pre-crisis relationships and post-crisis responses, and actions taken by key stakeholders in managing the leadership crisis are examined.



National Kidney Foundation of Singapore (B) – Leadership and Change
Wee Beng Geok & Ivy Buche

This case examines the issues of change management at the National Kidney Foundation of Singapore as its leaders took action amidst an increasingly complex and changing external environment. It also explores the challenges confronting the post-crisis leadership team in managing change inside the VWO after the exit of a charismatic leader, while taking action to meet the change expectations of external stakeholders.