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Governance

Good governance is essential to ensuring accountability, transparency, and effective stewardship of resources in a charity. It provides the framework through which an organisation is directed, managed, and held accountable to its stakeholders, including beneficiaries, donors, and the public.
Children’s Cancer Foundation (CCF) is incorporated as a Company Limited by Guarantee (CLG) in Singapore, a legal structure commonly adopted by non-profit organisations to support strong governance and accountability.
CCF is guided by its Constitution, which sets out the roles, responsibilities, and governance framework of the organisation. A copy of the Constitution is available on the Accounting and Corporate Regulatory Authority (ACRA).
CCF complies with the Code of Governance for Charities and Institutions of a Public Character (IPCs), as well as relevant regulations and guidelines issued by the Commissioner of Charities. These frameworks support strong governance practices and reinforce public trust.
Board Independence and Conflict of Interest

Board members and staff are required to declare any actual or potential conflicts of interest. Where a conflict arises, the individual will abstain from the relevant discussion and decision-making process. All declarations are documented, and the Board oversees compliance with the Conflict of Interest Policy.

  • CCF does not make any loans to Board members, management, or related parties.
  • No staff should chair the Board and staff should not comprise more than one-third of the Board.
  • Staff provide the Board with complete and timely information but do not vote or participate in the Board's decision-making.
  • No Board Members are currently serving for more than 10 consecutive years.

To support the Board in carrying out its responsibilities, the Board has delegated specific functions to eight Board Committees. Each Committee operates within its respective Terms of Reference approved by the Board.

Audit Committee

The Audit Committee assists the Board in overseeing CCF’s financial reporting, internal controls, risk management and regulatory compliance. It also oversees matters relating to internal and external audits, including the independence and effectiveness of the auditors and follow-up on significant audit findings.

Community Partnerships & Communications Committee

The Community Partnerships & Communications Committee provides strategic advice and guidance on CCF’s community partnerships and communications strategies and plans, with a focus on building and sustaining engagement with community, corporate and institutional stakeholders.

Digital and Technology Committee

The Digital and Technology Committee advises the Board on CCF’s digital governance, technology strategy, cybersecurity, data protection and the responsible adoption of emerging technologies. It also provides oversight of key digital initiatives, technology investments and related risks.

Finance Committee

The Finance Committee supports the Board in overseeing CCF’s financial management and sustainability. It provides guidance on financial policies and key financial matters, including budgeting, financial performance, cash management and fixed deposit placements.

Human Resource Committee

The Human Resource Committee supports the Board in overseeing CCF’s human resource matters, including manpower planning and budget, remuneration and succession planning. It also provides guidance on CCF’s human resource strategies and plans.

Investment Committee

The Investment Committee oversees CCF’s investment approach and provides guidance on investment strategies, asset allocation and performance benchmarks, taking into consideration CCF’s risk tolerance and long-term objectives for its reserves.

Nominating Committee

The Nominating Committee supports the Board in matters relating to Board composition and renewal, appointments of Board and Committee members and Chairs, and succession planning for the Board and Chief Executive Officer.

Social Work and Programme Committee

The Social Work and Programme Committee provides guidance on CCF’s psychosocial strategies and supports the Board in overseeing the department’s workplans and budgets in alignment with CCF’s strategic goals. It also advises on policies relating to financial assistance and social work programmes.
The Board provides strategic direction and oversight of CCF and is responsible for ensuring that the organisation is effectively governed and managed in furtherance of its mission. It oversees key areas including CCF’s strategies and policies, financial management, risk management and internal controls, and is supported by its Board Committees and Management in carrying out its responsibilities.
CCF’s strategic direction is guided by 1 CCF 2030, our long-term roadmap towards becoming a Centre of Excellence in psychosocial care for children with cancer and their families. Through 1 CCF 2030, we seek to strengthen survivorship-focused support, deepen professional capabilities, expand collaborations locally and regionally, and build a stronger ecosystem of care for children, survivors and their families.
The Board has oversight supervision over the charity’s key risks, supported by the Audit Committee, with CCF Management being responsible for day-to-day management and monitoring of such risks. CCF adopts an Enterprise Risk Management (ERM) framework to identify and monitor strategic, operational, compliance, reputational and financial risks. Key risks are regularly reviewed by Management and the Board, with mitigation measures in place and monitored.

CCF is committed to strong financial management and internal controls to safeguard its assets and ensure accountability to stakeholders. The Board and Management oversee the financial governance framework, supported by established policies and procedures. Financial processes incorporate appropriate authorisation, segregation of duties, and regular financial reporting to Management and the Board. Financial performance is monitored against the approved budget.

Independent assurance on the effectiveness of controls is provided through internal and external audits.

CCF maintains reserves to support the continuity of its programmes and services. The organisation aims to maintain reserves at a level of at least two years of operating expenditure as a guiding reference under its policy. The current reserves position reflects CCF’s commitment to financial sustainability and its ability to meet future needs and uncertainties.

The Board reviews the reserves position regularly to ensure alignment with the organisation’s operating and strategic needs.

CCF has established human resource policies and processes covering recruitment, performance management, and remuneration, which are overseen by the Board.
  • There are no paid staff who are close family members of the CEO or Board members.
  • No staff is involved in setting his or her own remuneration.
  • No Board Members receive any remuneration for their Board services.
  • Remuneration of the top 3 executives is disclosed in bands in the latest Financial Statements, in accordance with the Code of Governance for Charities and IPCs.
The Board and Management review programme effectiveness regularly through reporting on key indicators and outcomes, to ensure that programmes remain aligned with CCF’s objectives and beneficiaries’ needs.
Volunteers play an important role in supporting CCF’s programmes and beneficiaries. CCF engages and manages volunteers through a structured process, including onboarding, briefing, role matching and appropriate guidance and training to ensure they are well-prepared for their roles.
Volunteers are guided and supported by our teams throughout their involvement with CCF. We aim to create a positive and meaningful volunteering experience while enabling volunteers to contribute effectively to our programmes and beneficiaries.

CCF has documented Codes of Conduct and Ethics for Board members, staff and volunteers that are aligned with CCF’s values in achieving its vision and mission. The Codes set out the expected standards relating to integrity, professionalism, accountability and conflict of interest management in support of good governance and ethical conduct across the organisation.

CCF integrates Environmental, Social and Governance (ESG) considerations into our operations and practices. This includes how we minimise our environmental impact, support our beneficiaries, staff and community, and uphold accountability and transparency in our governance.

Through our ESG practices, we seek to promote responsible use of resources, strengthen stakeholder trust and support the long-term sustainability of the organisation.

CCF has established an ESG Policy to guide the integration of ESG considerations across our operations.

CCF has an Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT) Policy in place to prevent, detect and report money laundering and terrorism financing risks. The policy includes governance and financial transparency measures, stakeholder due diligence and screening procedures, suspicious transaction reporting processes, record retention requirements, staff training and periodic risk assessments to safeguard the integrity of CCF’s operations and funds.

CCF is certified under the Data Protection Trustmark (DPTM), reflecting our commitment to robust data protection standards. CCF has established a Data Protection Governance Framework to support compliance with the Personal Data Protection Act (PDPA), including governance oversight, staff training and awareness, data breach management processes, data retention practices, third-party data protection controls and periodic reviews of data protection practices.

CCF is committed to maintaining high levels of integrity, ethics and honesty in our services and operations. To achieve high standards of corporate governance and compliance with all laws and regulatory requirements, CCF does not condone any wrongdoings, misconduct, or statutory noncompliance by our Board, employees or volunteers in the course of our work. CCF has in place, a whistleblowing policy to address concerns about possible wrongdoing or improprieties in financial or other matters within the charity. Concerns related to whistleblowing can be directed to auditcom@ccf.org.sg.

CCF has established processes and guidelines for managing media and public communications. Media enquiries are managed by the Communications Team, with appropriate review and approval based on the nature of the engagement. Designated spokespersons represent CCF for media engagements where appropriate.

View our Media Communications Policy here

CCF values feedback from our beneficiaries, donors, volunteers, partners and members of the public. Feedback or complaints received are reviewed and followed up by the relevant parties in accordance with CCF’s established procedures.