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Abstract

The new Code of Governance for Charities and Institutions of Public Character (IPCs) in Singapore introduced in 2007, stipulated new rules and best practices with regard to board members' duties and responsibilities, fundraising, use of donations, maintenance and auditing of records, reporting and disclosure requirements as well as strategic planning and management controls. In response, AWWA embarked on an organisational restructuring initiative setting out a new framework for strategic oversight and governance that would align the charity with the new requirements. With the implementation of the 'One AWWA' initiative, AWWA moved away from its origins as essentially a member/volunteer-driven organisation to one jointly managed by volunteers, salaried professionals and staff, but with a clear separation between the governance and executive roles. The challenge for AWWA's leadership was to manage this transition in ways that would retain the best of its volunteer-driven culture and values as it reframed the roles and work of its volunteer governing board members.
Location:
Industry:
Other setting(s):
2007-2011

About

Abstract

The new Code of Governance for Charities and Institutions of Public Character (IPCs) in Singapore introduced in 2007, stipulated new rules and best practices with regard to board members' duties and responsibilities, fundraising, use of donations, maintenance and auditing of records, reporting and disclosure requirements as well as strategic planning and management controls. In response, AWWA embarked on an organisational restructuring initiative setting out a new framework for strategic oversight and governance that would align the charity with the new requirements. With the implementation of the 'One AWWA' initiative, AWWA moved away from its origins as essentially a member/volunteer-driven organisation to one jointly managed by volunteers, salaried professionals and staff, but with a clear separation between the governance and executive roles. The challenge for AWWA's leadership was to manage this transition in ways that would retain the best of its volunteer-driven culture and values as it reframed the roles and work of its volunteer governing board members.

Settings

Location:
Industry:
Other setting(s):
2007-2011

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