• Tsao Foundation, a leader in the eldercare sector, was founded as an operating foundation by the late Mrs Tsao Ng Yu Shun. Under the leadership of Dr Mary Ann Tsao, who is also the granddaughter of the founder, the Foundation aspired to create the environment where older people could age in place, thereby seeing itself as a voice for their needs. The Foundation began by seeing things that people did not see, and creating the services that had not yet existed with the goal to demonstrate a model that could work in the Singapore context. By positioning the Foundation as an advocate of how society should value older people, Dr Tsao was effectively a catalyst for change in the Singapore socio-economic landscape. Celebrating the Foundation's 20th anniversary in 2013, it was an apt time to review its performance and assess if and how it has been delivering the desired social impact – a society for all ages that supports active ageing, values the contributions of older people, and provides for a secure old age.  
    • This case looks into the importance of branding and communication for non-profit organizations. This is a timely case study conducted as the Society for Physically Disabled Celebrates its 50th Anniversary. The case study documents the considerations undertaken by the leadership as it refocuses its branding and communication efforts in this increasingly crowded sector.
    • Faced with the need to improve performance measurement, and consequently improve the operations and efficiency of the organisation, the leadership of YMCA is re-looking its performance evaluation strategies. This case study documents YMCA's attempt in its gradual shift from output-based to outcome-based measurement in vie of the non-profit's sector's push towards this direction.
    • Being awarded the inaugural Charity Governance Award, SAMH is a well-managed non-profit organisation with a good longstanding record. This case study looks into the importance of succession-planning and the factors taken into consideration in selecting leaders in non-profit organisations. In this case study, it discusses the question of whether the leadership should be made up by experts (psychiatrists) or individuals with a proven track record of management experience but may not possess the medical expertise.
    • Venture capital practices hold great potential as tools to provide affordable financing as well as non-financial assistance to emerging socially-driven enterprises. Drawing on the experiences of one of the world's leading impact investment funds, Media Development Loan Fund, this case study illustrates how the venture capital practices can be adapted and used for the purpose of achieving both financial and social goals. In particular, the practices of deal sourcing/filtering, programmatic approval, business plan development, provision of non-financial assistance, risk management, impact evaluation and exit are discussed.
    • This case study captures the evolution of the Media Development Loan Fund (MDLF), from a novel idea of a "media bank" into one of the world's leading impact investment funds. Overcoming a multitude of challenges as well as scepticism even from its initial funder George Soros, Sasa Vucinic and his team successfully developed MDLF into a venture philanthropy fund that extended $95 million in financing to support more than 200 projects in 24 countries over a period of only 15 years. The development of MDLF from a grant-dependent fund into a financially sustainable social investment fund was not simply fortuitous. As illustrated in this case, the process of evolution involved many crucial strategic decisions by MDLF, particularly with regard to its social mission, social business model development, innovation for financial sustainability and scalability, risk management, and impact evaluation.
    • Universitas Ciputra is a university founded by Dr. Ir. Ciputra, who is a successful Indonesian entrepreneur and prominent philanthropist. The case study focuses on how the Rector, Ir. Tony Antonio, led the university in creating an innovative approach towards entrepreneurship education and training. It also reveals how the involvement of a local philanthropist contributes strategically to the core features of the curriculum at Universitas Ciputra.
    • The Rural Health Care Foundation opened its first center in Mayapur, West Bengal in 2007. The success of the Mayapur centre paved the way for the formation of a public trust in the name of the Rural Health Care Foundation. Within five years, five centres were opened in four districts of West Bengal. By January 2015, the RHCF had ten branches, including five in rural West Bengal and five in urban areas in the city of Kolkata, which employed a total of 48 individuals including 20 full-time and ten part-time doctors. Buoyed by this success, Anant Nevatia, President of the RHCF, wanted to scale up their operations to other cities in India. The plan was to open another 25 centres over the next five years. While there was a need for affordable and reliable primary healthcare, Dr. Anant and the RHCF faced significant challenges when expanding their operations.
    • This case was written for the purposes of class discussion on how philanthropy can be used as a tool for social innovation. It focuses on strategic philanthropy as an effectual process and as a result, how strategic philanthropy can be innovative and contribute to the social sector beyond pecuniary terms. This case was made possible through the generous cooperation of Lien Foundation, and it is supported by Tote Board Case Study Collaborator, a capacity and capability initiative for nonprofit organisations and social enterprises. This case study can be downloaded at http://www.toteboard.gov.sg/

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