My experiences there ( one of the departments) was that the turn over rate is rather high for managerial and Community Partnership positions. Therefore, there more opportunities for promotions to fill up the vacancy. As the turn over rates is pretty high, there is not much clear focused development direction and progression. Do not be surprised that the department head can be young and inexperienced graduate ( below 30 yrs old) to take up the position to lead the 'aimless' team (workers). As fund has to raise by individual department to pay for its operation, manpower and charity works, being a Community Partnerships Executive over there is extremely stressful. Being under paid and aimless (repetitive work) , coupled with short lived managerial resignation, the department can be a aimless work place to work on. The cause could be, after the Community Partnership executive resigned, the fund raising part automatically falls onto the shoulder of manager whose background is technical (medical or others). They too, resign due to huge debt to HQ, accumulated over the years. A debt which no manager has the confidence to shoulder. Lastly, the management is not much of effectiveness in managing the centres across Singapore as there is no General Managers who provide support to managers. Instead managers rely support directly from Deputy Director and Vice Executive Director ( 2 persons only). That is why some feedbacked from previous few posts, that the manangement is disorganised , chaos and inproductive in processes to execute some important tasks. Leaving the staff feeling discouraged, demoralised and let work be work. In summary, the management does not provide fabric for staff with support. needed for progress.
