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 longer-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.
HCA Hospice Care Services (B): The Design of the Home Hospice Work
Wee Beng Geok and 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. The key competencies required of such workers and job-specific context of home hospice care are also discussed.
HCA Hospice Care Services (A): Balancing Growth and Sustainability
HCA was the largest home-based hospice care provider in Singapore. As the general population grew older, demand for hospice home care services was expected to grow over and above its operating capacity. At the beginning of 2010, HCA’s leaders were at a crossroad as the charity faced several resource constraints to growth. The challenge was i) to raise sufficient financial resources needed to expand capacity, ii) to build a pool of competent palliative professionals, especially doctors and nurses, and iii) ready managerial talent if operations were scaled up significantly.
Singapore Children's Society: Delivering a Brand Promise
Wee Beng Geok and Yvonne Chong
A nonprofit’s decision to embark on a corporate communications exercise evolved into a broader branding exercise and internal organizational change process for the Singapore Children’s Society, which was running more than 50 programmes for various beneficiaries. Success in branding also meant that the charity would have to confront new perceptions and perspectives from its multiple stakeholders regarding the effectiveness and impact of their programmes.
National Kidney Foundation of Singapore (A): Anatomy of a Crisis
In 2005, the NKF was by many measures the most well-known and well-endowed charity in Singapore. This case explores the initiatives taken by its CEO to build the NKF brand and reach from 1992 to 005. It examines 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.