Message From the Chief Executive
Key Grant Commitments in FY2019
A more proactive, collaborative grantmaking approach continues to open doors for Tote Board to catalyse positive community and social changes. In FY2019, Tote Board approved and disbursed grants amounting to $691 million and $493 million respectively.
Notably, as part of our steadfast support of Persons with Disabilities (PWDs), we renewed our commitment to the Tote Board Enabling Lives Initiative (TBELI). Building on the first tranche, TBELI 2 (FY2020 – FY2023) aims to support efforts that improve the quality of life of PWDs, enabling them to live independently, realise their potential and thrive within the community.
Alongside the government, we also committed up to $100 million of funding to the Community Capability Trust (CCT) over the next five years, comprising an initial injection of $50 million in FY2020 and matching up to $50 million of community donations to Community Chest from FY2020 to FY2024. CCT provides funds for social service agencies to strengthen their organisational capabilities for improved service delivery, productivity and leadership.
In FY2019, Tote Board approved and disbursed grants amounting to $691 million and $493 million respectively.
Alongside the Government, we committed up to $100 million of funding to the Community Capability Trust (CCT) over the next five years.
Impact of COVID-19 on Tote Board’s Grantmaking
The COVID-19 pandemic caused an unprecedented crisis. On the social front, there were indications of greater financial distress, higher rates of family conflicts, and an increase in mental health conditions and issues. In the longer term, socially-disadvantaged groups are likely to be disproportionately affected by the pandemic. Correspondingly, the social sector has faced a growing demand for services vis-à-vis an initial dip in volunteering and income. Frontline workers have also reported high levels of stress, burnout and compassion fatigue due to increased workloads and risk exposure.
There is now an enormous impetus for grantmakers to step up short-term support, and to rethink long-term grantmaking strategies. The implications of COVID-19 are still unfolding, but we have taken preliminary steps to support our grantees, conducting environmental scans to obtain ground-up validation of the issues, pain points and challenges faced by the social sector. One resultant measure was the launch of the Enhanced Fund-Raising Programme, which has given a timely boost to online fund-raising efforts by non-profit organisations on platforms such as Giving.sg. We are also analysing how best to support social sector leaders in capability building for longer-term growth and sustainability, particularly in the area of digital transformation.
Our 5-Year Transformation Vision (FY2020 – FY2024), centred on the three thrusts of Grantmaking, Gaming and People, remains relevant and will act as a guiding compass in helping us respond to, and navigate, this difficult environment.
Emerging Stronger — Our Transformation Agenda
As we reflect on work done in FY2019 and press on with key areas of work in FY2020, we are concurrently recalibrating some of our strategic options in response to the COVID-19 situation. Regardless, our 5-Year Transformation Vision (FY2020 – FY2024), centred on the three thrusts of Grantmaking, Gaming and People, remains relevant and will act as a guiding compass in helping us respond to, and navigate, this difficult environment.
Grantmaking — A Valued Partner (Anticipatory, Enabling, Trusted)
We strive to be more anticipatory in our grantmaking approach, conducting research and consultations to uncover gaps in the social landscape, and convening stakeholders for collective action to address those gaps. Our Strategic Focus Areas (FY2020 – FY2022) in 1) Disability; 2) Mental Health; 3) Vulnerable Children and Youth; 4) Capability and Capacity Building of Non-Profit Organisations has become even more vital, complementing the Government’s support on the social front. Tote Board will continue to be an adaptive enabler, uplifting grant effectiveness by delivering stronger, more relevant programmes, building connections, and encouraging sustained learning and improvement. Over time, we aspire to be a trusted partner who journeys together with our grantees.
Gaming — An Effective Counter to Illegal Gambling
The Tote Board Group remains focused on our mandate to counter illegal gambling by providing a safe, trusted means for people who choose to bet. To stay relevant, we need to remain competitive in product and service offerings so that customers will not diverge to harmful illegal operators. Player protection is a key pillar of our gaming businesses, and we strive to leverage technology and analytics for more effective risk profiling and engagement. Over time, we want to establish ourselves as a de facto subject matter expert, and a leader in responsible gaming practices, trusted by players and non-players alike to be a reliable choice over illegal operators.
People — Our People at their Best: Purposeful, Energised, Masterful
People are at the heart of our transformation. In line with "People, Leadership & Culture", we advocate that continuous learning, supported by a growth mindset, is key to ensuring Our People are nimble and thrive in a state of continuous change. We are evaluating how best to refresh and re-orientate our learning methodologies and approaches to achieve improved outcomes. Tote Board’s leaders are likewise committed to creating a culture of learning and supporting processes to propagate individual, team and organisational development at the workplace.
Kudos to Our Staff
To close, I would like to thank my management and staff for their tireless effort and relentless determination this past year. Let us all commit ourselves to always be inspired by our burning ambition of Giving Hope, Improving Lives, to serve the public and our nation. Together, I am confident that we will be able to seize opportunities to execute impactful strategies and emerge stronger as we strive towards our Transformation Vision.
