What the President of NCSS knows about the power of partnerships and collaboration in solving Singapore’s toughest social challenges

“How They See It” is where we delve into the insights of leaders driving impactful change in today’s world. In this instalment, we speak with Anita Fam, President of the National Council of Social Service (NCSS), who shares her journey in building sustainable partnerships to strengthen Singapore’s social service sector. Anita reflects on her role in reshaping the sector’s approach to philanthropy, capability-building, and the transformative power of collaboration to tackle complex social challenges.

When I look back on my journey, it’s hard to pinpoint exactly when the calling came. But seven years ago, when I was approached to take on the presidency of NCSS (National Council of Social Service), the weight of responsibility weighed heavily on me. I wasn’t sure if I was ready. The role brought with it immense strategic responsibility and oversight. But I think the universe has a way of preparing you, even when you don’t realise it. 

Before taking up the presidency, I had co-chaired the 4ST (Social Service Sector Strategic Thrusts) as Vice President. This work, guiding the sector towards a common vision where "every person is empowered to live with dignity in a caring and inclusive society," was what I drew from as I navigated the early days in this role.

In today's world, we face increasingly complex social challenges brought on by rapid demographic shifts — an ageing population, smaller family units, intergenerational poverty, and a spike in mental health conditions, exacerbated by the pandemic. At the same time, the social service sector is grappling with workforce and resourcing challenges. These aren't just 'bread and butter' issues anymore; they run deeper and require a more comprehensive, integrated approach.

This is why we developed the Social Service Sector Strategic Thrusts (4ST) roadmap in 2017. It wasn’t just about guiding the sector but ensuring that we all moved in unison towards a more inclusive society. We’re now in the second iteration of this roadmap, focusing heavily on encouraging greater collaboration between various sectors to solve these complex social issues and, crucially, strengthening the capabilities of our member agencies. 

We’re investing in areas like volunteer management and technology, brokering partnerships between social service agencies and the business community so we can deliver services in a more comprehensive, coordinated manner.

The challenges are immense, but through innovation and collaboration, we're pushing forward. For example, NCSS launched the Sustainable Philanthropy Framework to guide businesses in adopting a more sustained, long-term approach to social giving. This is a shift from the typical short-term programme funding or event-based volunteering to something more enduring and impactful. Our goal is to forge relationships between businesses and charities that last. To that end, we're seeing positive strides as businesses embrace this new mindset, directing their resources more strategically to create stronger social outcomes.

Building capabilities

There’s a pervasive misconception that the primary role of social services is to fill basic gaps — whether in disability support, special education, or family services. For the longest time, the mindset among donors was that funding should go entirely towards beneficiaries, with minimal resources allocated to the overhead costs or capability-building of charities and service providers. I used to think the same.

It wasn’t until I stepped deeper into this sector that I realised a charity is only as effective as its leadership and management. If we want to achieve better outcomes for those we serve, we have to invest in the organisations themselves. This means investing in the people who run these charities — helping them grow in leadership and management so they can more effectively serve their beneficiaries. The stronger the leadership, the greater the value for every dollar donated.

We’ve been working to encourage corporations to rethink the conventional relationship between donors and charities. By focusing on sustained partnerships and capability-building, we can create a stronger, more resilient social service sector — one that’s well-equipped to tackle both present and future challenges. To support this, we’ve rolled out initiatives like the Transformation Sustainability Scheme, which provides targeted funding in key areas like volunteer management, innovation, and digitalisation.

Of course, with greater resources comes the need for greater accountability. That’s where the Sector Evaluation Framework comes in. We’ve introduced this to bring consistency to how outcomes are measured across the sector. By using validated metrics, we can create a common language that allows different stakeholders to track progress and articulate their impact. This not only provides clarity but ensures better outcomes for our service users, paving the way for more transparency and accountability.

The focus now is on creating a sector that delivers quality services, has the capabilities to meet the growing needs of our communities, and utilises resources efficiently. We’re building a future where social service agencies can partner with businesses, social enterprises, non-profits, and even individuals to create more sustained and impactful collaboration.

Shifting perspectives

Mental health is another area that has seen a tremendous shift in focus over the last few years. Post-pandemic, the attention on mental health issues has increased exponentially, with the launch of the National Mental Health & Well-being Strategy last year marking it as a national priority. But there’s still a long way to go in breaking down the stigmas that surround mental health in Singapore.

NCSS has been working tirelessly to bring together partners from the public, private, and people sectors to tackle these stigmas. Public attitudes are improving, but we want to see behaviours change as well. Those in positions of power — whether in HR or management — need to be more open to giving employment opportunities to those with mental health conditions. And for those of us who know someone struggling, the simplest act of kindness or encouragement can make a world of difference.

At the end of the day, each of us holds the power to create a kinder, more inclusive society. And when we combine that power with coordinated efforts across sectors, we can effect real change.

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What gives me hope

Leading an organisation like NCSS has been both challenging and rewarding. One of the most difficult periods I’ve had to navigate was during the early days of the COVID-19 pandemic. It was a time of great uncertainty for everyone, especially our service providers who suddenly found themselves unable to provide direct services to their users. We all had to pivot quickly, and it wasn’t easy. As NCSS, we had to be the guiding light, showing the way forward for the sector while simultaneously adjusting our own internal operations.

But through it all, I’ve found that one thing gives me hope — our youth. Millennials and Gen Z are far more altruistic than my generation. They want to make a difference, and they’re approaching complex social issues with fresh perspectives and innovative solutions. I believe that their way of tackling age-old problems may very well be better than ours. It’s time for us to step back and give them a seat at the table — after all, they’re the ones who will inherit the world we leave behind.

In the end, my goal is simple: to continue building a social service sector that’s resilient, collaborative, and forward-thinking — one that’s ready to meet the evolving needs of society with compassion, innovation, and accountability. 

Looking forward, the future of social services in Singapore will be defined by the strength of partnerships we form within the ecosystem. Whether it's fostering sandbox innovations or enhancing sector-wide capabilities, NCSS will continue to be a driver of change. We’ll push for more intentional collaboration between traditional and non-traditional players — be it charities, social enterprises, for-profit organisations, or volunteers. With these efforts, we hope to build a future where social services are not only robust and resilient but also deeply integrated into the fabric of our society, creating a lasting impact for generations to come.

In all of this, I’m reminded daily of why I do this work. The challenges are many, but the potential for positive change is immense. With a shared vision and collective effort, we can build a society where every person is empowered to live with dignity.