Singapore’s long-established charities and social enterprises face a looming leadership gap as founders seek to retire, but finding qualified successors is proving difficult. The challenges center on financial constraints and a disconnect between the skills needed for effective management and a deep understanding of social service work.
The Succession Challenge
Several founders are actively searching for individuals to take over their organizations. Raymond Khoo, chairman of The Saturday Movement, has been seeking a general manager for months to expand the organization’s work delivering food to those in need. However, applicants are often seeking salaries far exceeding the S$5,000 (US$3,854) The Saturday Movement can offer. This is particularly striking given that the general manager position would be the first salaried role within the largely volunteer-run organization, founded in 2010.
The World Toilet Organization’s founder, Jack Sim, spent a year searching for an executive director, interviewing 40 candidates before securing one in October. Many candidates requested salaries between S$15,000 and S$20,000, which Mr. Sim stated was beyond his organization’s means. Willing Hearts’ founder, Tony Tay, noted that his organization’s 20 full-time employees earn between S$2,000 and S$3,000 monthly, with bonuses dependent on available funds – and even he does not receive a salary.
Beyond Finances: Emotional and Practical Considerations
The search for successors extends beyond salary expectations. Founders emphasize the emotional toll of leading a charity, with Mr. Khoo recounting his decision to stop personally delivering food due to becoming overwhelmed by the needs of those he served. Mr. Sim cautioned against candidates being drawn to the public attention that can accompany such roles, warning that genuine commitment can be overshadowed by a desire for recognition.
Mr. Tay stressed the importance of practical skills and genuine intention, stating a future leader should be able to “use his two hands and use a bit of brain.” Mr. Koh Seng Choon of Project Dignity is currently grooming his son, Christopher Koh, to take over, after an external search proved unsuccessful, prioritizing a good heart and willingness to learn.
Adapting to a Changing Landscape
Founders also acknowledge that public attention and donor priorities shift over time. Mr. Sim noted that while HIV was a major focus in 2001 when he founded the World Toilet Organization, climate change and mental wellness are now more prominent concerns. He believes offering services or products, rather than solely relying on donations, is a more sustainable model. The World Toilet Organization is exploring new revenue streams, including training programs and consultancy work.
However, Willing Hearts’ founder, Mr. Tay, believes the strength of his organization’s cause will continue to attract support, and does not prioritize extensive marketing. He intends to continue leading the organization for as long as he is able. Project Dignity’s Mr. Koh has set a 2028 deadline for handing over leadership to his son, prompted by health concerns.
Frequently Asked Questions
What are the primary obstacles to finding new leaders for Singaporean charities?
The primary obstacles are low salaries compared to market rates, the emotional demands of the work, and a potential disconnect between managerial experience and a genuine understanding of social service needs.
Are charities considering alternative funding models?
Yes, some organizations, like the World Toilet Organization, are exploring new revenue streams such as training programs, certification schemes, and consultancy work to reduce reliance on donations.
What qualities are founders looking for in their successors?
Founders emphasize the importance of a good heart, kindness, a willingness to learn, practical skills, and genuine intentions, alongside the ability to manage the emotional challenges of the role.
As Singapore’s founding generation of social entrepreneurs prepares to step down, it remains to be seen whether the sector can attract and retain the leadership needed to sustain its vital work. It is possible that organizations will need to become more innovative in their funding models and more realistic in their expectations for potential leaders.
