The Board is ultimately responsible for the proper governing of LCSS. It has the primary duty and responsibility to ensure good governance and management for effective performance and operation of LCSS. The board supports and adopts, where applicable and practicable, the principles and guidelines of good governance developed by the National Council of Social Service for Social Service Organisations.
Role and Responsibilities of the Board
The board is responsible for developing a strategic plan to ensure LCSS carries out its mission, programmes and services in alignment to its mission and achieves its intended goals. Key directions and major goals as outlined in the strategic plan provide the basis for the Board to monitor and evaluate performance of LCSS, identify and allocate resources needed to accomplish the targeted goals.
The Board as a whole will set and conduct periodic reviews on the vision and mission statements and constitutions of LCSS to ensure its intended goals and objectives are relevant. The Board will focus on policy making, discuss and approve strategic issues, governance, annual work plans of LCSS to ensure alignment to the vision and mission of LCSS.
The board, along with the Audit, Finance and investment committee, will set policies and guidelines for financial limits, control and corporate procedures, review and approve the annual budget, financial statements and work progress reports to monitor and evaluate the performance of LCSS.
Role and Responsibilities of Board Members
Board members as individuals shall promote the work, services and mission of LCSS to the community, support and participate in LCSS fundraising activities and other activities and workshops that develop the Board to better serve in its governance role. Board members shall also participate in the process of recruitment, whenever relevant, and orientation of new LCSS Board members, and take up any other duties and projects assigned by the Chairman or the Board. The specific roles and responsibilities of the Office Bearers of LCSS Board, including the Chairman, Vice Chairman, Honorary Secretary and Honorary Treasurer are listed in LCSS Constitution.
Board Development and Succession
The Board discusses, plans and strategizes for development, succession and diversity in composition of the LCSS board. The board conducts re-nomination and re-appointment of Board members every two years.
Nominations for prospective Board members can be put forth by the Board members to the Nominating Committee. LCSS has a prospective Board member selection criteria list to serve as guidelines for the Nominating Committee. All candidates will have a preliminary discussion about their professional experience with the Nominating Committee and a second interview with the Nominating Committee and the Chairman. The final new board member will be selected after this process.
Board members can serve three terms / six years. In their seventh year, the board member will start to identify and nominate prospective Board members to succeed them. When the prospective Board member is selected after the preliminary discussion and interview with the Nominating Committee and chairman, he/she will sit on the sub-Board. The board member who nominated his/her successor will groom and mentor him/her, in addition to the Board Induction and Training provided. At the end of their eighth year, the board member will step down and his/her successor will then sit on the main board.
If the Board member require more time to identify, select and mentor his/her successor, the process can be extended into his/her ninth and tenth year.
In the event the Board member serves for more than ten consecutive years, LCSS will disclose the reasons for retaining the Board member in Annual Report.
There is a resting period of two years before the retired Board member can be re-nominated again.
Board Training, Induction and Evaluation
Board orientation is a significant step in Board development.
A Board policy manual is given from the onset of an LCSS Board member’s term of service to equip the member with vital tools and information to facilitate the member’s governance roles and functions effectively.
The Board will also ensure the orientation for new LCSS Board members is conducted so that all are familiar with the work and Board functions of LCSS at the start of their term of service.
The orientation programme will be organised by the Chief Executive Officer, including an overview of LCSS programmes and a tour of the facilities.
The board will also participate in a periodical and systematic evaluation through a customised Board Effectiveness Questionnaire, in order to assess and reflect on how well it is meeting its responsibilities. The results will be discussed at a Board retreat session or Board meeting, to review and train on areas for development.
Key Management Responsibility
The day-to-day management and operations of LCSS is delegated by the Board to the Executive Official Team and staff, headed by the Chief Executive Officer (CEO).
Key Management Selection and Assessment, Remuneration
The CEO of LCSS shall be selected and assessed by the board. The expectations, including qualifications and experience, on the candidates for the CEO position will be laid down by the Board. Suitable candidates will be interviewed and selected by the Board. The final decision on the selected candidate should be endorsed by the Board.
The CEO will be appraised on his/her work performance by the Chairman, in consultation with other Board Members, at the end of his/her probation period of three months, before the anniversary date of joining LCSS and subsequently in July of each year for the annual performance appraisal.
The board will endorse the remuneration and benefits package for the CEO, with periodic reviews to ensure it is fair and to reward good performance.
The CEO shall not serve as a Board member to avoid conflict of interests and doubts on the independence of Board decisions.
LCSS’s recruitment policy is governed by the needs as identified by the Program Heads or the CEO. LCSS’s selection policy is to employ the right people for the available positions, through internal sourcing, referrals, employment agencies and appropriate media.
Selection is confined to persons who are legally employable and meet the standard and quality expected by LCSS in addition to requisite qualifications, experience, and talents necessary to discharge the duties and responsibilities that the position requires.
All staff are provided with LCSS Staff Code of Conduct upon joining and are required to sign as acknowledgement.
Staff Performance Review and Assessment
LCSS staff is appraised on their work performance by the CEO and/or the Executive Supervisor, at the end of their probation period, before the anniversary date of joining LCSS, and subsequently in July each year for the annual performance appraisal.
Ongoing feedback, throughout the year, is provided for staff to know what is expected of them, how performance is measured and rewarded and a platform to identify and address gaps.
All reviews are conducted in an open and transparent manner, encouraging two way discussion and feedback.
Whistle Blowing Policy
LCSS promotes having an open, transparent, no rank culture where employees are encouraged to whistle blow about any possible corporate or employee improprieties. Employees should raise such improprieties with their immediate supervisor or any person more senior to the immediate supervisor, if the immediate supervisor is the accused.
All complains will be channelled to the CEO, and/or the HR Committee if necessary or applicable, and investigated. The CEO will prepare a report detailing the nature of the complaint, the outcome of the investigation and the recommend course of action, if any, to the Board. The Board may institute proceedings in accordance with Disciplinary Action together with Grievance Policy.
Where appropriate, the complainant may be notified of the outcome.
All such whistle blowing reports will be kept by the CEO and accessible to members of the Board only.
LCSS has reserves for sustainability purposes of its operations. LCSS’s reserves policy is to retain not more than three years of its annual operating expenditure
The board takes a conservative approach on the investments of LCSS, including low risk strategies that generate returns while protecting reserves and capital. The board approves financial instruments such as fixed deposits. The Finance and Investment committee and CEO will discuss on the types of investments. The committee will give the final approval.
LCSS uses restricted funds according to respective funders’ instructions. If excess funds result, LCSS will inform and communicate with respective funders to further discuss on planned usage, including rolling the excess funds over to the next financial year.
Other financial information
- LCSS does not make donations to external parties
- LCSS does not take on/make loans
- LCSS does not use external fundraisers
- LCSS has no designated funds
- Reserves ratio – FY17/18 Ratio : 1.553 | FY18/19 Ratio : To come
- Fundraising ratio – FY17/18 Ratio : 0.0523 | FY18/19 Ratio : To come
Updated as of 10 June 2019