April 29, 2017

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by Suhaile Md

CALL it a foot in the door of her career. Ms Allina Loke is chalking up work experience and building industry relationships while pursuing her education. While in the past it was taxing, and sometimes impossible to juggle a full-time job and study, balancing the demands of the workplace and the pursuit of formal qualifications has become a lot easier after SkillsFuture Singapore introduced the SkillsFuture Earn and Learn Programme (ELP).

So it’s a good thing that SkillsFuture expanded its ELP offerings from 40 to 60 last month (Mar 29). It’s a work-learn programme for Institute of Technical Education (ITE) and polytechnic graduates that leads to both full-time employment and higher qualifications. Participants draw a salary – not a stipend – and undergo a “structured training programme” between 12 and 18 months. Basically, you acquire experience while studying.

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The aim is to give fresh graduates more post-graduation opportunities as well as to “support their transition to the workforce”, said Manpower Minister Lim Swee Say soon after its launch in early 2015. Which is why the programmes are designed in consultation with industry and education partners like the local polytechnics.

The ELPs support the Industry Transformation Maps (ITMs) announced by Finance Minister Heng Swee Keat in March last year. As the name suggests, the ITMs are all about making selected industries more competitive. The 23 industries chosen, make up 80 per cent of Singapore’s economy. Industries include precision engineering, retail, and hospitality, among many others.

In short, ELP participants will be getting a head start in industries earmarked for growth – better jobs and higher pay anyone?

But what is it like to earn and learn? “It’s intense,” said Ms Allina Loke.

She works four days a week at Grand Hyatt Singapore as a Management Trainee. Wednesdays are a fixed day-off for her to attend classes scheduled from 9am to 7pm at Republic Polytechnic. Fortunately for her, classes end at 5.30pm most of the time, and the remaining lessons are delivered through e-learning, which she completes in her own time.

“What we learn is exactly the same as the other poly students”, said the 20-year-old. What other students cover in a week’s worth of classes, she covers in a day. It “can be stressful” balancing work and study. So, interest is important. Otherwise, it’s hard to stay motivated. That was something a handful of her peers realised. They dropped out of the programme a few months in because it is “something they were not interested in”.

Ms Loke, though, is determined “to finish” the 18-month-long ELP in Hospitality Management because she recognises certain advantages. Her schoolmates, most of whom are not enrolled in ELP, will graduate with little to no work experience. “What they are only doing, is study.”

On the other hand, she is being groomed to be on “captain duty” in five months. This means she will be in-charge of smaller events at the hotel with staff to manage. She started in October last year. Basically, she’s picking up industry-relevant skills and work experience while studying – unlike her peers.

That said, at the end of 18 months, she will be awarded with modular certificates, not the full diploma. For that, she needs to study for another year, in her own time. In total, two and a half years. Which is shorter than the three year diploma, including a six month industrial attachment, her peers need to complete.

More importantly, she’s gaining valuable experience while her peers are not. For the hospitality industry, “a lot of it is hands-on experience and job skills,” said Ms Peh Ai Pheng, Learning Manager at Grand Hyatt Singapore.

Diploma graduates with no experience would make $1,500 a month. Someone with 18 months experience in the industry will command “competitive salaries” ranging from $1,800 to $2,500 depending on the role and depth of work experience.

When asked to choose between an ELP graduate from another hotel – but no diploma – and a fresh diploma graduate for the same entry level job, Ms Peh said she would go with the candidate who completed the ELP. That’s “assuming same attitude, same personality… ultimately, you need experience dealing with guests, and hotel systems”.

Which is why participants “go through a structured on-the-job-training programme” designed to develop “relevant work skills and provide an edge over those not on the ELP.”

This point was raised last year when the first batch of hospitality ELP participants signed up, reported ST. “They are very focused, enthusiastic and forthcoming in their suggestions and pick things up faster as they’ve done it before,” said Ms Isis Ong, director of learning at the Singapore Marriott Tang Plaza Hotel.

Financially, Ms Loke is better off too. Her course fees are covered, bond free, by the G and Grand Hyatt during the ELP. All participants also get a $5,000 sign-on bonus when they join the ELP.

Plus, she’s earning $1,800 a month now. This does not include overtime pay, incentives, and other staff perks like health and insurance benefits. “The company takes care of us,” she said. Both Human Resources and her manager also check up on her to ensure she’s learning and progressing well.

Grand Hyatt Singapore, said Ms Peh, decided to participate in ELP because it “helps in attracting Singaporeans to the industry”.  It’s also “to support the national movement in” developing and providing opportunities for Singaporeans.

Currently, the company has five ELP participants, with five more expected to join in May. All are management trainees.

Ms Loke was part of the first batch to join the ELP. She graduated with a Higher Nitec in events management last April. Her 3.0 grade point average (GPA) had easily surpassed the 2.0 GPA requirement to be part of the ELP.

Along with her, 47 other participants joined the hospitality ELP. Over 50 hotels participated last year, including Intercontinental Singapore, Marina Bay Sands and Shangri-La Hotel Singapore amongst others.

There are ELPs in other sectors too, like the infocomm technology and logistics industries. Last year, over 500 graduates joined the ELP, said Parliamentary Secretary for Education Faishal Ibrahim in Parliament earlier this year (Feb 28).

 

This article is part of a series on SkillsFuture, in collaboration with MOE and SSG. Read the other pieces here:

Featured image by Sean Chong.

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By Bertha Henson

SO MANY accusations left hanging in the air. Allegations of financial impropriety and other shenanigans – all left unsaid. What are we to make of the statements of protagonists in the Football Association of Singapore (FAS) saga and the police action? Everybody’s been coy about joining the dots because they might not draw a pretty, and maybe even defamatory, picture. Here, however, are six points that seem the subject of contention:

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a. That $500,000 donation
It was the proverbial straw that broke the camel’s back. Mr Bill Ng’s claim that this donation in 2014 intended for local football went instead to supporting the Asean Football Federation (AFF) led to an escalation of tensions between past and contending challengers for the council.

Did he know or not know? General secretary Winston Lee produced documentary evidence that he did but Mr Ng then said that Mr Lee coerced him into signing the letter and putting it on his club letterhead.

Was ex-FAS president Mr Zainudin Nordin involved in asking him for the donation? Mr Ng said it was Mr Lee but an acknowledgement letter was addressed to Mr Zainudin. Sport Singapore has asked for an audit of such large donations. Both Mr Zainudin and Mr Ng seem to be good friends. Mr Ng even asked the ex-MP to chair Tiong Bahru Football Club (FC) when he stepped down from the FAS earlier this year. He declined the offer as he was given a post of Deputy Principal (Development) at ITE College.

b. Whose money is it anyway?

It appeared to have come from Tiong Bahru FC which Mr Ng owns, going by the cheques signed. It went to the FAS which passed it to the AFF. Now why this sum had to go through the good offices of the FAS is another question. Why not a direct donation?

c. So what if FAS was the channel?

If so, how is it that other council members seem to have no knowledge of such a large donation, which amounts to half of what could be used to run a football club? Is this a sign that the old establishment, as so many in the fraternity had alleged, is elitist and secretive? Mr Zainudin, president since 2009, only held council meetings four times a year unlike his predecessor Associate Prof Ho Peng Kee, who did so once a month.

d. How did Tiong Bahru come to have so much money anyway?

The club has 29 jackpot machines on its premises which rake in about $37 million last year, more than the $35.8 million FAS budget. Those machines aren’t illegal and appeared to be Mr Ng’s chief method of turning around ailing clubs. The corporate had experience in gaming operations, having set up a casino in Cambodia. According to TODAY, the club paid its 15 employees S$2.073 million in salaries last year and put in an additional S$528,000 for staff training, uniforms and staff welfare. But spending on its football team was a more modest S$169,000.

His other two clubs, Hougang United and Woodlands Wellington, also have jackpot machines although not of the same number. In 2014, Hougang United made a $2million profit and Mr Ng made a point of returning the FAS its $800,000 subsidy.

e. So if it’s not illegal, then what’s the problem?

There are questions about an audit during the saga of Hougang United and Woodlands Wellington intending to merge in 2014 which was later ruled as unconstitutional. In March 2016, however, Sport Singapore ordered FAS to do an audit on the merger and clubs sitting out of the S. League. This is, apparently, still on-going. It also told Woodlands Wellington, which is sitting out of the S. League, to cease making money from the machines and move out of the premises.

f. Does the saga have anything to do with Mr Ng’s companies?

He founded private equity firm Financial Frontiers and is a director of six companies.

ST reported that in his company’s portfolio is an ESW Manage, which is a sponsor of Hougang United, and also had Mr Zainudin Nordin and Woodlands Wellington chairman Gary Tan as directors. It might not be a surprise that those in the football fraternity have commercial ties but there is the issue of whether proper disclosure of interests was made to relevant parties.

Mr Ng’s wife Bonnie Wong is the listed owner of Polygon Ventures, landlord of the Tiong Bahru club’s 2,583 square foot premises in the basement of People’s Park Centre. The club pays rent of about $80,000 a month or $31 per square feet. TODAY’s checks showed that other basement units in People’s Park Centre are charging between S$2.92 and S$11.23 per square foot in rent. The only unit charging S$31.50 per square foot in rent is located at street level, and measures only 200 square foot.

Nobody’s drawing any links in the above except to state the facts. Clearly, Mr Ng had been under some auditing pressure even before he threw his hat into the FAS electoral ring. So is he trying to obstruct the process as he has been alleged to?

Let’s wait for the next match.

 

Featured image from TMG file.

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by Suhaile Md

Suhaile attended the last two More Than Just Series of Dinner conversations on race. One of the underlying questions participants grappled with was this: Is there always a clear line between what’s racist and what’s not? The discussions in the dinner itself did not cover race-based jokes. So here’s a short reflection on situations in which race-based jokes, in his opinion, are acceptable.

I ONCE had a stranger do the “indian head shake” barely five minutes into our conversation. He changed his accent too for added effect. A lame attempt at humour that hardened the ice rather than break it.

To be fair, I had cracked a few self-deprecating jokes on stage during a presentation earlier. But the jokes were not racial. Perhaps my self-deprecation led him to believe that I’m not “the sensitive sort”, as some like to say when their racial jokes fall flat.

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Truth to tell, my friends and I – of various races – frequently engage in race-based jokes that would well, embarrass others outside the group. But they are very close friends. I could never fathom why some people thought it ok to walk up to a stranger and make such “jokes”.

When I ask them, they usually reply, “but my Indian friend is ok with it leh, so not racist what, why you so sensitive?” Or they say: “But X can make such jokes why I cannot?”

Ah, well, context my friends. Context is everything.

Look at race-based jokes like you would butt-slaps. That’s right, the childish, nonsensical game some kids engage in: “HAHA I HIT YOUR BACKSIDE!”

With that analogy in mind, here’s a quick guide (and please don’t kill me if you disagree).
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a. Do it to a stranger and it’s criminal.

b. Not all friends are cool with it no matter how close you are. Respect that.

c. It’s never appropriate in formal settings, even if you’re the best of friends.

d. Never use it as a weapon no matter how justifiably upset and angry you are. It’s humiliating.

e. Also, please don’t try it out with people you’ve barely met.

f. Don’t dish it out if you’re not comfortable being at the receiving end.

g. Too much of it gets tiring very fast.

h. Not everyone understands this sort of… friendly banter. And not understanding it doesn’t mean they are “too sensitive”. So don’t be a jerk about it.

i. Being cool with it between friends does not make one a sadomasochist (or in the case of race, self-hating “insert race”)

j. You need to be really close friends to even consider it… and these friends are often the first to rush to your aid when sh*t hits the fan.

k. When in doubt, just don’t.

 

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ONE of the reasons why Singapore is perhaps the safest place to live in is due to the low frequency of natural disasters resulting from our geographical location. Fortunately, we are being geographically encased by Borneo on one side and Malaysia on the other. Thus, any typhoon or tsunami activity will go through those locations first. By the time they reach Singapore, it’s merely a tame tropical depression with great surf conditions.

Yet, our counterparts in the international community are not as lucky as us. Natural disasters often disrupt the life of the natives – damaging infrastructure, costing massive amounts of money to recover from the damage, causing a temporary halt to economic activities and worst of all, resulting in high death tolls and injuries. Here are some natural disasters around the world in the month of April:

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1. Lima, Peru – Flood and mudslides: Death toll continues to rise 

Floods and mudslides have been afflicting Peru since the start of the year. The death toll is currently at 113 as of 19 April. The heavy rains have been affecting the South American country all year round, causing rivers to reach high levels, forcing people to leave the place. An estimated million homes have been damaged and more than 2,500 kilometres of road have been destroyed.

In a latest update, the National Center for Emergency Operations said that the recent natural calamity is because of a climate phenomenon called “coastal El Nino”.

CNN reported on March 20 that half a million people in and around the country’s capital, Lima, have been affected by storms and flooding. President of Peru, Pedro Pablo Kuczynski has said the country will need some US$9 billion (S$12.5 billion) to rebuild and modernise the affected areas. He said: “We know it is a difficult situation, but we are controlling it, and we are hopeful that it will soon pass”.
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2. Naypyidaw, Myanmar – Cyclone Maarutha 

Image of Cyclone Maarutha churning above the Bay of Bengal captured by the Moderate Resolution Imaging Spectroradiometer (MODIS) on NASA’s Terra satellite.
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Cyclone Maarutha caused a storm to move over land on the Rakhine coast of Myanmar on the night of April 17. The landfall was first classified as a tropical depression on April 15 in the Bay of Bengal, according to Aljazeera.

Relief web reported: Three people were killed in Irrawaddy Division as Cyclone Maarutha made landfall on Arakan State’s coast and swept through southern coastal Burma on Sunday (Apr 16).

The town Thandwe was swept by the cyclone with winds at 60km/h and steady, heavy rain. The cyclone continued but weakened as it passed the rugged terrain of the region. This cyclone is the first tropical cyclone in the northern hemisphere. This cyclone season usually leads up to the southwest monsoon.
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3. Wellington, New Zealand – Double trouble Cyclone Debbie and Cyclone Cook

Image of Cyclone Cook sweeping through the South Pacific before approaching New Zealand taken by NASA.
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April isn’t a particularly good month for New Zealand as it was first hit by Cyclone Debbie and then Cyclone Cook.

In the first week of April, the tail-end of Cyclone Debbie devastated the Bay of Plenty town of Edgecumbe, forcing its 2,000 residents to flee with only a few minutes’ warning. Although flooding eventually became less severe than anticipated, hundreds of trees have fallen, and police said many roads had been closed in the North Island. State of emergency was activated in Bay of Plenty and Thames-Coromandel, with the defence force assisting in moving residents to higher ground and keeping people away from the coast. Fortunately, there are no reported deaths due to Cyclone Debbie.

About a week later, New Zealand was hit by Cyclone Cook on April 13. It struck New Zealand with power outages, fallen trees and landslides reported around much of the central and eastern North Island, which bore the brunt of the storm. Forecasters feared that Cyclone Cook could be the worst storm to strike New Zealand since 1968. There is also no known deaths due to Cyclone Cook.
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4. Manila, Philippines – Earthquake Swarm

Image of a Filipino villager walking past a tilted shanty at a coastal village in the earthquake-hit town of Taal, Batangas province, Philippines taken by Francis R. Malasig.
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The Philippines was hit by an earthquake swarm, which is when a local area experiences sequences of many earthquakes striking in a relatively short period of time, on April 8.

Three quakes ranging in magnitude from 5.0 to 5.9 struck Batangas province, about 90 km (55 miles) south of Manila, around 3 p.m. (0700 GMT) over a period of about 20 minutes, said the U.S. Geological Survey. Hundreds of residents of coastal areas in a province south of the Philippine capital fled to higher ground fearing a tsunami on after a series of earthquakes on the main island of Luzon. However, the earthquake swarm was not powerful enough to cause a tsunami according to Head of the Philippine Institute of Volcanology and Seismology Dr Renato Solidum.

While there were no reports of casualties, power was cut off in some in some areas and cracks were reported in homes and some commercial buildings. Landslides were also reported in some towns and a portion of a Catholic church tower that had collapsed.

The Philippines sits on the Pacific “Ring of Fire,” where earthquakes and volcanoes are common. An earthquake of magnitude 7.7 killed nearly 2,000 people on the northern island of Luzon in 1990.

 

Featured image by Sean Chong.

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by Ryan Ong

A LOT of Singaporeans think Financial Advisers (FA) only sell insurance, but that isn’t all they do in this day and age. While insurance is part of the financial planning they do, most FAs take a holistic long-term view. Many prefer to work at building lifelong relationships, helping their clients all the way to retirement; and that means they need to do more than sell policies. Here are some other things you can get them to do for you:
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What exactly is a Financial Adviser (FA)?

In Singapore, FAs are licensed by the Monetary Authority of Singapore (MAS) under the Financial Advisers Act.  Depending on the qualifications they’ve received (FAs do plenty of tests and exams to qualify), different FAs are authorised to offer different types of financial products, and dispense different types of financial advice. Insurance policies are just one aspect of their work.

Most FAs can also do the following:


1. Compare insurance products to give you the best s
olution for your needs

It might surprise you to learn that some FAs don’t just sell products from one insurer. Because insurance is just one facet of what they do for you, some FAs are willing to compare different policies for you depending on your lifestyle needs and affordability to suit your needs and get a better deal.

Some Manulife FAs, for example, will compare different insurance policies to make sure you get the right products within your budget. They can end up recommending or selling policies from other insurers, if they feel it’s a better fit for your portfolio*.

This isn’t to say FAs who work with specific insurers are bad; they are just more focused on helping certain demographics. But if you’d feel better with an adviser who will compare across the industry for you, know that there are many who will.

(*That’s why a lot of new FAs, who often seek to help families and friends as their first clients, tend to end up with the Manulife Financial Advisers; it lets them pick from a wider range of options, to deal with the individual cases that they’re intimately familiar with).

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2. Help with your retirement planning

For most Singaporeans, retirement planning is quite straightforward (just decide who gets the house, the car, and nominate someone to get your remaining CPF monies).

However, FAs would be around to help if your legacy planning is more complicated. For example, if you pass away unexpectedly and your 15-year-old child is to inherit the house. Or if you own a business, which is to be inherited by two or more children; and you want to establish rules on whether and when that business can be broken up and sold.

Most FAs know the proper safeguards when handling retirement planning, and can at least refer you to the most appropriate and cost-effective experts to help.

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3. Check up on other investments you’re considering

Different FAs will, depending on their network and qualifications, offer different depths of service. However, all of them understand how to build your portfolio for retirement or other purposes. They will know the right level of risk, and whether a given asset fits your portfolio.

This makes FAs a useful source of advice, if you are considering different investment opportunities. For example, if you want to invest money to help your children open their own café, your FA can determine how this will impact your portfolio, and make changes accordingly (or frankly advise you against it, if that’s what must be done).

FAs can also research alternative investments you’re considering, such as gold exchange-traded funds or property investments, and determine if they are viable additions to your portfolio.

Due to their extensive involvement in the finance industry, FAs are also more aware of potential scams, or entities on the MAS watch list (these entities often rebrand themselves to confuse the public).

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4. Continuously rebalance your portfolio to fit life’s changing circumstances

Proper retirement planning is not done in a single session. You’ll need to rebalance your portfolio (the various assets that make up your wealth) on a regular basis.

One example of this is age: As you get older, your portfolio should shift from growing your wealth to protecting it. This means exchanging riskier, high return assets, such as equities, to safer assets like Singapore Savings Bonds, or even simple fixed deposits.

Also, your changing financial situation can require quick, drastic changes. If you’re suddenly retrenched, for example, you may need to change your insurance policy to something with lower premiums.

You can get your FA to do formulaic and calendar based rebalancing, to deal with these.

Formulaic rebalancing means your FA can recommend changes to the assets in your portfolio, when they no longer meet a planned asset allocation (this happens as a result of changing values among various assets, from stocks to cash).

Calendar based rebalancing is often done annually or semi-annually. Your FA will rebalance your portfolio, will deal with your changing age, along with new needs such as sending your children to university, or buying a new house.


5. O
ne-stop value-added information source

What are the implications to your housing loan when the American Federal Reserve imposes an interest rate hike? What does it mean for Singapore Savings Bonds when the Singapore Government Securities Yield falls?

If you don’t have the time to find out, your FA is a quick source. Besides being able to explain how current events are going to impact your portfolio (or your wallet), FAs are the most common intermediary between the finance industry and the lay person. They’re a good way to get smart about fluctuations in the market, and to better understand the financial world.

In personal finance, bad decisions often come from a lack of understanding; FAs explain situations, which reduces drastic mistakes like selling off your assets in a panic.

If something in the news alarms you, be sure to call them before you react.

 

This is an editorial series done in partnership with Manulife Financial Advisers.

 

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Mr Bill Ng with recipients of the Hougang United club scholarship fund (image by Hougang United)

by Gary Koh 

THE raids on Mr Bill Ng Eng Tiong’s football clubs and his bid for control of the Football Association of Singapore (FAS) has thrown the spotlight on finances – those of the FAS as well as the clubs he controls. The merger and acquisitions specialist’s skill as a money-maker applies on and off the pitch, but what of how he spends it?

Mr Ng’s first foray into Singapore football came in 2004 when he was brought into semi-professional side Tiong Bahru FC for his expertise in turning around the fortunes of in-crisis companies in other industries.

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It was an all too familiar story in Singapore football – without a viable revenue stream to fund their football operations, Tiong Bahru FC was a club mired in debt and primed for shut down. Mr Ng turned to legalised gaming in the clubhouse as the best bet for clubs to be financially self sustaining.
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The Tiong Bahru FC clubhouse in People’s Park Complex.

“Self-sustaining”, though, is an understatement. Its takings for the last financial year came to $36.8 million, more than 20 times the income of a typical S-League club and even more than the FAS, which gives local S-league clubs an annual $800,000 handout. Many National Football League (NFL) clubs operate on less than $10,000 a year.

But spending has been a big question where Mr Ng is concerned, and could make or break his campaign. Sport Singapore made a police report about suspected misuse of funds after checks this week raised “serious questions about the use of club funds”. A police raid on Mr Ng’s clubs followed on Apr 20.
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Police cart away boxes of documents and computers from the Tiong Bahru FC clubhouse.

The Straits Times reported that the Tiong Bahru FC spent nearly as much as it made in most years, which is also surprising for a club of its stature. Mr Ng said that 80 to 85 per cent of the revenue is returned to the player or paid out as winnings. It was from Tiong Bahru’s FC funds that the controversial $500,000 donation for the Asean Football Federation’s football management system was made.

A report in Today revealed that Mr Ng’s Tiong Bahru FC paid close to a million dollars in rent for its People’s Park Complex clubhouse last year, which works out to $31 price per square foot for the 2,583-square-foot basement unit. It has 15 staff and paid out salaries of over $2 million, spent $528,000 on staff training and benefits but committed a comparatively paltry $168,000 for its football activities, although that number is many times higher than the budgets of other clubs of the same calibre.

Mr Ng’s business acumen would be put to a sterner test in 2009 when he was once again asked by FAS General Secretary Winston Lee to turn around a different crisis club, this one in the S-League. Then known as Sengkang Punggol, they were more than $1 million dollars in the red. Again, Mr Ng’s ‘jackpot solution’ helped the club, later rebranded Hougang United,  it generated a $2 million dollar surplus over the next five years. It is the only local club that eschews the $800,000 handout from the Tote Board.

The questions about spending are amplified by poor results on the pitch. Players of Tiong Bahru FC found themselves relegated to Division Three for a spell, but the strengthening of their financial base allowed for them to return to Division One in the next few seasons. The club has never topped the NFL despite its good financial fortunes. Hougang United FC is also seen as underperforming, given its financial position.
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Hougang United players decked out in suits before departing for an overseas game (Image by Hougang United FC).

Mr Ng’s methods were not without criticism, from murmurings on the regular turnover of coaches to accusations of seeking ‘profit-at-all-costs’. In order to win the vote, he has to convince his critics that he isn’t using football to chase finances, but that he is using finances to improve the football situation.

A lot of bad blood came in 2014 following his management team’s controversial takeover attempt of financially insolvent S-League side Woodlands Wellington, amid fears that he would damage the club’s footballing culture in favour of a cushy bottom line.

A group of Woodlands Wellington fans, led by former long-serving club official Vengadasalam Rengayyan, formed an activist group to take control of the club and block Mr Ng’s takeover. The merger was eventually ruled to be unconstitutional, and neither Mr Ng nor the activists took control of the club. New management was put in place, and these days Woodlands Wellington only play in the Women’s premier league. It still runs a clubhouse with jackpot operations.

Mr Ng has countered that he was merely doing the job entrusted to him by the FAS – to turn struggling clubs around financially. He has also taken great pains to stress that the profits from Hougang United FC’s gaming operations are ploughed back into football and the community.

His most famous donation right now is the $500,000 from Tiong Bahru FC which went by way of the FAS to the Asean Football Federation, which raised eyebrows for both its quantum as well as for, why a small club was paying for the infrastructure of a regional football body.

Outside of that, Mr Ng’s notable football give-backs include a million-dollar club scholarship fund which pays the school fees of promising young footballers, and the providence of a regular allowance, in addition to regular fund-raising dinners for the late disabled footballer S. Anthonysamy, from 2012 until his passing four years later.

The financial help provided to S. Anthonysamy and his family is significant because Woodlands Wellington had paid scant attention to their former employee after the on-field accident in August 1996 that left him paralysed from the neck down.
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The late former Hougang coach and Woodlands Wellington player Amin Nasir (Image by Hougang United FC).

When Amin Nasir, once a caretaker coach for Hougang United FC and player at Woodlands Wellington suffered a relapse of cancer in 2014, the former national defender’s medical bills were paid by Mr Ng in his personal capacity. A regular monthly allowance is also given to his family, which will continue until the end of the year even though he passed away in January 2017.

Hougang United FC’s confidence in running operations without subsidies has enabled it to invest in footballing infrastructure at Hougang Stadium.
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Hougang United FC’s refurbished dressing room (Image by Hougang United).

Apart from being the first club in Singapore to acquire the Globus EuroGoal ball shooting machine that aids its goalkeeper training sessions, it has also renovated its home dressing room with individual lockers and a recovery bath-tub, and installed leathered seats on both benches.

But all this does little to put off critics, for whom money is merely a resource to keep building football. The closest the club came to on-pitch success was a League Cup runners-up finish in 2011, while meagre bottom-half league finishes of seventh, 10th and sixth were the best it could achieve in the three most recent league campaigns.

The task at hand for Mr Ng, and his Game Changers, should he win a mandate on 29 April, is enormous. He has to rejuvenate not just a single club, but an entire football ecosystem. Beyond financial recovery, he will have to win hearts and minds, convince Singaporeans that Singapore football deserves their support and convince the youth that the pursuit of football excellence is still worthwhile. Most of all, he has to do the one thing he has failed to do at his clubs – raise the quality of Singapore football.

 

With more than a decade spent covering football, Gary Koh’s works have previously appeared in local and international print and online publications, among them notably with FourFourTwo and Asian Football Confederation.

 

Featured image courtesy of Hougang United Football Club.

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By Bertha Henson

OVER the past few days, we’ve been deluged by eulogies on the late Cabinet Minister Othman Wok. Every facet of the man who died at age 92 on Monday (April 17) has been polished to a high shine, whether as a father, Malay leader or national politician.

Threading the eulogies is one theme: his commitment to multiracialism. It is a term that some might take for granted, especially if they belong to the majority race. It is a term some may bristle at, because of perceived discriminatory acts or an unintended racist joke they’ve heard. Doubtless, some would also view the speeches as politically-oriented, to bring together society when race and religion seem to be such potent divisive forces.

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I choose to see Mr Othman a little differently: as a man who placed his convictions above his comfort and convenience. This is no pragmatic Singaporean who jumps on the bandwagon and hitches himself to a rising star. This is a principled man who went against the popular tide.

It must have been so difficult for him to put his lot in with the People’s Action Party in the early days of Singapore. It was far easier to stay within the comfortable confines of the then majority community of Malaya. We’re told about how he was called unmentionable names, had his campaign posters smeared by faeces and faced death threats from communal rabble rousers.

I can hear his fellow Malays accuse him of disloyalty to the community which unlike, the Chinese, is infused with a common religious identity: “Why turn against your community – or your God?’’ I can even hear well-meaning non-Malay friends suggesting that he “take cover’’ and enjoy the benefits of staying put in a place where there was a national commitment to promote the advance of the community. Think of all the racist remarks that can be made against him and multiply its force several times – and think of what such pressure would do to his family.

Why would anyone choose such a dangerous road? It defies pragmatism and common sense.

I raise this because we’ve made such a virtue of pragmatism that we ignore what it means to abide by principles. We hedge principles with compromises and plenty of grey areas. Mr Othman, we are told, had two days to settle his affairs in Kuala Lumpur before receiving a summons to stand in the contentious 1963 elections on the PAP ticket. Then racial riots broke out.

Being a community leader would really mean something in those days. You would have to placate or persuade your own community to your point of view while dealing with suspicions of outsiders who wonder if you have a hidden agenda. To do this at a time when rabble rousers were calling for your head calls for, well, a cool head.

Mr Othman introduced the Administration of Muslim Law Act for Singapore Muslims. And he joined the pioneer National Service contingent. Both made important statements on what it means to be a Muslim Singaporean in secular Singapore.

I think today of the degree of harmony we have here even if we do get the occasional racist remark being made. Compared to Mr Othman, we have very thin skins that are easily pierced by some speech or act. Yet we all gave up something precious for this place called Singapore, whether they are Chinese dialects, open prayer calls or language-medium schools. A give-and-take attitude is hard-wired in our DNA.

Prime Minister Lee Hsien Loong described the people here as an “obstreperous’’ people in 1965, refusing to be cowed by threats or seduced by promises. It is an interesting choice of word, given that Singaporeans are more usually known as sheep these days. Are we still an obstreperous people who would go against conventional and pragmatic wisdom because we have a cause to believe in? Would we risk life and limb? Mr Othman did.

Thank you, Sir.

 

Featured image from People’s Action Party Facebook page 

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Mr Zainudin Nordin, President of the Football Association of Singapore; marking StarHub's appointment as official broadcaster and principal sponsor of the LionsXII in 2012.Image by HealthSX at English Wikipedia [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons

by Bertha Henson

THERE’S something to be said about having free and open elections: It allows questions to be aired in the expectation that answers will be given.

I am not a football fan but the saga surrounding the Football Association of Singapore’s (FAS) upcoming April 29 elections has been riveting. Some might say that challenger Mr Bill Ng’s questions regarding a $500,000 donation he (or his Tiong Bahru FC) made was a distraction and that more attention should be paid to the plans of both teams that are contesting the election.

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I don’t think so.

What it shows is that an electoral process brings more scrutiny and urges more transparency from office-holders and those vying for the job. So world football governing body Fifa finally realised that for decades, the FAS was breaking the rules by having officers appointed by the G. After seven years on the job, Mr Zainudin Nordin has stepped down to pave the way for elections. FAS is usually headed by an MP, and the past list included those who have made it into ministerial ranks such as Mr Mah Bow Tan and Mr Ho Peng Kee.

Doubtless, the FAS is a tough organisation to manage given its myriad clubs, tournaments, programmes as well as the attention paid to it by people at the grassroots. That the G has a hand in its running isn’t surprising since it gives out grants to sports bodies, that is, taxpayers’ money of more than $2 million annually to FAS. Its other major donor is the Tote Board, which used to disburse some $25 million to the FAS annually, but which will now do so through Sport Singapore (SportSg).

Members of the public who are interested in the management of FAS can turn to its annual reports but in the main, the concern is about crowd turn-out, football rankings and whether goals of the football kind are being delivered given the resources poured into the sport. It takes an electoral process to bring matters out in the open, whether among those with a stake or the community at large. Of course, like all elections, there will be agendas and strategies, like rubbishing the old to make way for the new.

Now the FAS is embroiled in controversy with questions raised over the past year about its handling of money, including donations. There have been particularly feisty exchanges between Mr Ng and the FAS through the person of General Secretary Winston Lee over what happened three years ago. To put it bluntly, they are accusing each other of lying.

So what are the issues involved?

The key point is whether Mr Ng knew where the $500,000 donation was going to go. He claims it was for local football but it went to the Asean Football Federation (AFF). There’s no question that the AFF received the money – although it fumbled about whether the money was from the FAS or Mr Ng’s Tiong Bahru FC. The FAS has a paper trail, including a letter setting out the terms of the donation, which Mr Ng, rather improbably said was drafted by the FAS and which he was somehow made to sign.

In any case, even if the money had always been intended for AFF, the question is why such a big sum, which is about half the income of an S-League club, should go to outside entities at a time of a struggling football scene here.

Another issue is whether the sum was properly recorded somewhere. So far, not a single person in past councils has come out to say he had knowledge of the sum. What’s worse is that most people evinced surprise.

Then comes the question of why Mr Ng chose to raise the matter now instead of three years ago. Is this an election gambit to allege improprieties in the FAS which he, a challenger, will want to clean up?

In the middle of it all is the deafening silence of ex-chief Zainudin, which the FAS said was the person who solicited the donation. Mr Ng, however, denied this and pointed his finger at Mr Lee.

Mr Zainudin must know by now that he would have to say something lest gossip and misinformation fill in the blanks, thereby impugning his reputation. To say nothing because he is not standing for the upcoming election is a bad excuse for something that happened during his tenure.

Which brings me back to the point of having democratic elections. They are complicated and fussy affairs and there might even be those who say that such “disagreements” should be dealt with behind closed-doors so as not to give Singapore football a bad name. If so, they forget that it was “closed-doors” which gave rise to the current controversy.

To a spectator, the FAS looks like the Augean stables. It might be better for the challengers to discuss sweeping and mopping up operations first, before moving on to pronouncing grand visions. SportSg has ordered FAS to give a full account of the donation. Hopefully, it will be done before the elections so that there will be more clarity.

Good luck to Singapore football.

by Ong Lip Hua
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THE trends are clear: We’re headed for a future where full-time employment is going to be a smaller slice of the pie, and where skills, both hard and soft, will bear more fruit over a career than the qualification you graduate with.
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A recent JobsDB report on how more than 10,000 respondents from seven Asian countries think that promotions are based mostly on your “supervisor liking you” and “leadership ability” tells of the need for soft skills in all types of employment. Job performance was also high up on the list from both employee and employer perspectives, especially in Singapore.
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Most Singaporean parents see studying and academics as their children’s job specialisation and invest heavily to this end. In some families, other childhood experiences, even basic life-skills like housekeeping, cooking and carrying your own bag, are subcontracted to a maid, grandparent or parent, who picks up after the kids. In exchange, the children are expected to deliver stellar academic results in school.
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And while good grades might set you up for a good start in a career, at what point does sacrificing other areas of development in favour of better grades begin to hurt a person? Would it make sense then to gear our children’s education so specifically towards grades?
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This approach has been hotly debated for the last few years, even as the G has begun to call for change through initiatives like Skillsfuture.
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It reminds me of how Major Motoko Kusanagi, in the 1995 Ghost in the Shell movie, described the diversity of her team in a high-tech future: “If we all reacted the same way, we’d be predictable, and there’s always more than one way to view a situation. What’s true for the group is also true for the individual. It’s simple: Over-specialise, and you breed in weakness. It’s slow death.”
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But what future are we preparing our children for? Would stellar but narrow academic performances be sufficient, or even give a competitive edge as we think it would? Would it be good for the individual and for society, or do we court Kusanagi’s “slow death”?
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HRinasia cited a February 2016 Willis Towers Watson 2016 Global Talent Management and Rewards Study that measured employers in Singapore expecting a three per cent drop in full time employment over the next three years, and a 59 per cent increase in contingent workers in Singapore, compared to 25 per cent globally, over the same three year period. NTUC expects the 200,000-strong freelancer pool to grow in the years to come. These reports seem to say that our children have to be prepared for periods of non-full time employment.
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This points to the need to have a trade skill to participate in the contingent economy. The need to “bid” and “win” contracts would also require large doses of communication and inter-personal skills for effective networking. Yet these skills are not properly taught in the classroom, and perhaps they can never be.
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When Australia, one of the world’s education powerhouses, finds that skills are insufficient in its education system and that collaboration is increasingly more important than competition, we need to take heed.
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While tuition centres are abundant in Singapore, information on non-academic training, both in schools and by private trainers, is scarce. It is perhaps due to the lack of awareness and hence demand (and budget) that such services remain either a peripheral or the domain of the more well-off.
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But the real solution is simpler – help our kids balance their in-school learning with real-life application: temporary and part-time jobs, apprenticeships and internships, non-curricular activities and engagements and hands-on work at home. Make more holistic university choices and take in basic lessons from the army like making your bed in the morning.
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Ong Lip Hua was in University Admissions for a decade and being passionate about the career of students he admits, decided to pursue a career in HR Recruitment. He was a minor partner in a recruitment firm before going in-house. He is still crazy about providing education and career advice.
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Featured image by Sean Chong.

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by Daniel Yap

AFTER his shock-inducing announcement that HDB owners should not expect to get their flats redeveloped at the end of their 99-year lease, which means the value of a 99-year-old flat is practically zero, Minister for National Development, Lawrence Wong is now saying that HDB flats are “a good store of asset value”.

It seems to do little to solve the problems that owners (leaseholders, really) of end-stage leases are facing – possible homelessness or having to shell out tons of money for stuff they wrongly assumed they’d get for free. And those who panicked at the initial reminder that a 99-year lease only really lasts for 99 years will be wondering – what does Mr Wong mean to say now?

Is he trying to calm down stunned flat buyers who thought that the value of their home was a sure thing?


HDB flats are “a good store of asset value so long as you plan ahead and make prudent housing decisions”.

Ah, but the good minister did include a caveat, although he didn’t explain it. His whole phrase is that HDB flats are “a good store of asset value so long as you plan ahead and make prudent housing decisions”. What decisions exactly? What’s the key to unlocking all of this asset goodness, if indeed there is any to be unlocked?

There are two ways of viewing something as an “asset”. The first is that an asset is something you can use to pay off liabilities, for example loans. That’s why you can’t (and shouldn’t be able to) take a housing loan for more than your house is worth. That’s also why banks are not happy at all when you miss a mortgage payment. It means that the value of the money you owe in the loan gets dangerously closer to the money they can get if they repossess and sell off your house, should it come to that.

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The thing about assets is that for every upside, there is a downside. Inflation eats away at the value of cash, property, everything. Markets go up and down, and you cannot guarantee that you will exit in the black. And some assets depreciate, like HDB flats, which run down to zero after 99 years. The ownership of any asset bears some degree of risk.

You just have to make sure that the risks are smaller than the returns.

There’s a second way to look at something as an asset. It is a more “business” approach, where something that is an “asset” is supposed to generate income. Like a factory building or a machine. It can also be something that generates income over a longer period of time (or which can be liquidated for capital gains), like Singapore Government bonds, or stocks.

So, what Mr Wong may be saying is either a) buy and sell and finance your HDB flat in a way that makes your returns greater than your risks or b) rent it out for income (as in rent it out not to cover mortgage payments, but at a price that is higher than depreciation and the costs of rental – agents, repairs, fees).

Taking advantage of renting out for income is straightforward – you get permission to rent out and then you pay money (either your own costs or you hire an agent) to put your property on the market and maintain it.

Taking advantage of buying, selling and financing is also simple (but not necessarily easy). All you need to do is recognise that the market is irrational. If you told any accountant that asset X would last for 100 years and cost $100,000, they would depreciate it (say on a straight-line basis) at $10,000 a year. Or maybe accelerate the depreciation in the first few years.

The money you spent on renovations too should be depreciated (including original fittings), say over 15 years, which is when you may need to renovate again. This is how we do cars – we know that a COE lasts for 10 years and there’s a PARF rebate and a “scrap” value, so every year the value of a car goes down by a certain amount.

Not so for HDB flats. Market values actually rise over time even as the life-span of the asset falls. It may be some kind of hyperbolic discounting (read about how it makes you stupid in our linked story) or people are just plain crazy. But take advantage of this! Buy a BTO flat that is much larger than you actually need, rent out a room and then when the five-year minimum occupation period is up, sell the whole thing and downgrade to a newer, prudent sized unit. Or just sell the older unit and buy a same-sized newer unit every 10 years or so, before people start to get jittery about the HDB flat you’re selling having only 60 or 70 years left on its lease. It should still fetch about the same price. Because people are crazy.

Eventually, when it’s just you and maybe someone else living in your home, you can downgrade further to use your asset (the market value of your HDB flat) to pay for your liabilities (daily expenses, travel, etc), if you’ve preserved it well. If you’re retired, a chunk of that money is likely to go into your CPF, because the housing loan goes back in, with interest (and then gets paid out via CPF Life).

But no matter what age you do it at, the bottom line is this – let it go. If you never sell your depreciating asset, you’ll never get any cash out of it at all. And the “prudent housing decision” you need to make is to take advantage of people who will shell out as much for a 30-year-old flat as a 10-year-old one (especially when the renovation looks fancy).

 

Featured image from TMG file.

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