候選機構

音樂兒童基金會有限公司

在香港,每四個小朋友裏面便有一個活在貧窮線底下,音樂兒童就是提供一個免費的課程給予一班基層兒童,小朋友學習音樂之後,品格有明顯的改變,變得更開心和有自信。音樂雖然不能帶給他們財富,但能扭轉他們對事物的看法,令他們更加積極,也為社會帶來正面的影響。

(原文由機構提供 Original text from agency)

甲. 機構資料

1. 機構名稱 音樂兒童基金會有限公司
2. 成立年份 2013
3. 是否香港公益金會員機構
4. 是否接受香港賽馬會慈善信託基金撥款
5. 2017/2018年度總支出 $12,897,290
6. 全職員工總數 18
7. 每年平均義工人數 (包括董事會成員) 200

8. 宗旨及使命:

提供專業的音樂訓練,為基層兒童帶來美好的音樂。並藉音樂改變兒童的生命,為其整個家庭及社會創造正面價值。
9. 服務範疇及簡介:
致力為16歲以下的基層兒童提供免費的音樂教育,讓兒童在愉快的學習經驗和表演中,建立自信、培養成就感、塑造良好品格,並學會以音樂表達自己。透過全面和專業的音樂課程,培訓兒童的音樂技巧;並在參與音樂會及藝術活動中,提升他們對藝術的欣賞能力及擴闊音樂視野。另外,我們亦鼓勵家長參與,從而改善親子關係及增進培育子女的知識。

 

乙. 機構財務及服務狀況的交代及透明度

出版及披露周年報告之網上連結
http://musicchildren.org.hk/wp-content/uploads/2019/05/MCF-AnnualReport-20190508-Preview.pdf
出版及披露周年財務報告之網上連結
http://musicchildren.org.hk/wp-content/uploads/2019/05/MCF-AnnualReport-20190508-Preview.pdf
最後更新機構服務情況/資料的日期
2019 / 10 / 11 (Y/M/D)

 

丙. 機構介紹摘要

  • 2013年成立,讓基層兒童免費學音樂,為他們打開一扇窗
  • MCF透過音樂培訓兒童個人發展,同時跟家長們建立關係,用音樂為家長打開另一扇窗
  • 六年來,MCF與兒童及其家長的互動,逐漸為每個家庭打開一道門,讓音樂滋潤心靈;MCF將透過家庭的和諧為社區創造正面的價值

 

丁. 機構介紹

  1. 請簡單介紹機構成立的原因。

    Music Children Foundation Limited (MCF) was co-founded in 2013 by the Pong sisters Annike (Executive Director) and Monique (Artistic Director).  Both graduates of the Hong Kong Academy for Performing Arts (HKAPA) – Annike studies acting and Monique is a classical pianist – they teach music to underprivileged children whose background they share, with the opportunities to perform, in Shamshuipo area.

    The goal is to give children a happier childhood through music, against the notion that music is for the rich. Six years on, the MCF impact can be measured in numbers as in its contribution to the well-being of Hong Kong.

    Impact
    Since 2013, MCF has a total of 4500 students – 1365 in 2018/19 – a powerhouse of young people with positive energy.  

    To harness such energy for the good of Hong Kong, older children are mentors to the younger ones, to give them responsibility, an empathy for the less able, and a sense of engagement, also learning teaching/work skills for later in life.   This is the MCF philosophy of passing on a good tradition. 

    MCF also engages with parents:  Home visits, and activities (parenting seminars, dance classes) – some parents even shared the stage with their children.  This children/parents approach contributes to happier families/communities.
    MCF stakeholders reach: 1) Studentsfamily members 2) MCF teachers 3) Peer agency colleagues
    4) Donors 5) Government 6) Volunteers 7) Committee members 8) Public-at-large 9) Media

    About the MCF programme

    • Free music programmes to children from low-income HK families in two groups: 1-6 (playgroup), and 6 – 16 ( instrumental, choral, orchestral).
    • Character-building: Self-confidence, discipline, personal virtues.
    • Tutors: Graduates from HKAPA and musicians from Hong Kong Philharmonic Orchestra.
    • Active engagement with parents.
    • Enrichment : Attending concerts, masterclasses, music camps, and fun activities (movies, outings).
  2. 請簡述管治層對機構及服務發展帶來的正面果效。

    MCF operates on a sound governance structure made up of a board, a panel of advisors, and committees. 

    MCF board of governors, who usually meet at least four times a year, are top professionals in their field, offering their expertise and contacts to further the work of the organization.  The 2018/19 membership as follows:

    • Board chairman Ms Sheryl Lee, a classically trained musician and a communications specialist, has had years of experience in the music industry and well connected in the field.
    • Amy Chan, solicitor.
    • Jenny Lok, barrister.
    • Paul Tai, accountant, Vice President of Hong Kong Young Industralists Council, Regional Director of multi-national corporation.
    • Amanda Lau, early childhood education professional.
    • Jimmy Fan, financial controller.
    • Helen Ho, taxation specialist.
    • Clara Mak, COO of Stan Group and formerly Operations Director of UNICEF HK and Fund-raising Secretary of Tung Wah Group of Hospitals.

    A 11-member advisory board made up of veteran musicians, and teachers specializing in education and psychology provide support on the artistic and pedagogical levels.

    To strengthen its resources, a fund-raising committee was formed in 2019 to advise on donations drive.  Equally important is the steering committee which is made up of six professionals from education, the private sector, and NGOs who meet four times a year to review the strategies and direction of the organization, and to offer advice on new initiatives.

    The Board and committees are supported by senior MCF management members: Co-founders Monique Pong (Artistic Director) who trained as a classical pianist and is an experienced teacher, and her sister Annike (Executive Director) who studied drama and arts management/entrepreneurship, has extensive experience as actress for television and the stage.  Annike Pong now teaches acting at The Baptist University.

  3. 請簡述機構如何善用社會網絡及擴展人脈關係,推動機構及服務發展,並以現時協作夥伴及協作模式作為例子。可於協作性質、夥伴的角色及協作特點加以闡釋。

    Networking purpose:

    • Publicizing MCF programmes.
    • Identifying hidden children and families in need – many are referred by MCF members, and result from media reporting
    • Funding.

    Selected donors to illustrate capacity (programme year 2018/19):

    • Lo Ying Shek Chi Wai Foundation ( Founding Sponsor and Principal Patron) – funding source and advisor since MCFs founding from 2013.  Currently key sponsor of post-graduation instrumentalist programmes.
    • Hong Kong Jockey Club – Seed Programme sponsor from 2017/18 to 2019/20, to expand service from Shamshuipo areas to five other districts, to reach children and their family members, also enhancing MCF
    • network with NGOs in the said communities through collaboration.

    Capacity-building

    • Direct:  1324 students in playgroup and instrumentalist programmes.
    • Indirect:  Parents of students.
    • Outreach sessions (music appreciation, performance, outing) : 10,000.
    • Home visit: 336 visits
    • Parenting talk:  2300 parents attended
    • Lee Hysan Foundation – sponsor of three major, bi-annual musical productions with large audiences:  Donors, potential donors, teachers, students, volunteers, peer professionals, MCF students and their family members, government officials, media, and public.  Media coverage was good. (6000 attended the musicals in 2017 and 2019 ).
    • The D. H. Chen Foundation (Core Partner) provides operational insight and financial support.
    • LINK – Sponsor MCF performances at high-traffic LINK shopping malls, and flash mob appearance.  Estimated to have reached 3600 in audience number.
    • Special Mention

    MCF is most grateful to other donors not mentioned in this column due to lack of space, and a special one to in-kind sponsors for the success of many MCF events and functions, among them are:  Stan Group, T. S. Lo Foundation, and many others.

  4. 請簡述機構的營運策略、服務介入模式及其獨特之處。(100-200字)
    • Service step-by-step strategy
    • Empowerment of children through music;
    • Empowerment of parents through music: Involve them in the learning of their children – fetching them to classes, attend music camps/childrens performances/arts activities, home visits by MCF; some parents become performers in the musical (2019);
    • Synergy of happy children and parents results in happy families conducive to a harmonious society.
    • Intervention model
    • Leverage of the resource / client base of other NGO.
    • Large volunteer base from corporation & individual referral, as well as parents of students.
    • Reach out to parents through: Home visits (by MCF staff, social workers, MCF Board member), activities (parenting seminars, dance classes, group sharing), these are so successful some parents acted/danced with their children in the 2019 MCF musical.
    • Reach out to hiddenchildren in need through word-of-mouth (口碑) of parents whom MCF has successfully engaged.
    • Cofounders are effective in relating the MCF narrative with reference to their personal experience.

    the ability to provide performance opportunity help boost childrens confidence and make learning enjoyable.

  5. 請簡述機構如何善用創新或獨特介入手法提供服務,及/或填補服務斷層,關顧受忽略群體,並簡述機構的關鍵績效指標及2018/2019年度的績效成果。(100-200字)

    For intervention strategy and filling in service gaps, please refer to answers under Establishment of Agency and Service Approach and Impact.
    At MCF, we do not always refer to KPIs because our emphasis is on quality, as dictated by the nature of our work.

    Given that our goal is to teach children good values through the learning of music over a long period of time, the outcomes are intangible and not always easy to measure in numerical terms.  Equally, when MCF aims to engage parents in the process and thereby bringing greater harmony to the families and society as a whole, it is even harder to measure.  Most of all, MCF wants to highlight its achievements in harnessing the energy of our powerhouseof thousands of happy young people to societys good.

    Along this line, MCF has been looking for a framework to define its work and achievements.  Two previous independent studies were conducted:

    • Review of Music Children Foundation Project June 2013 – October 2014

    Conducted by the Experiential Learning Team from HKU Faculty of Social Sciences.

    • 2016 Social Impact Assessment on Music Children @ Sham Shui Po

    Findings from these two reports pointed to how children and parents benefitted from MCF programmes in many intangible ways.

    As an update of such impact assessment exercises, MCF has commissioned HKU to conduct three reports on the work of MCF work each year from 2017 to 2020, the project made possible by generosity of Hong Kong Jockey Club.  The first two reports are due in the last quarter of 2019.
    In 2018/19, we had served over 1300 students, and gave 14 sponsored performances and produced two musicals.
    In perspective, we have served 4500 students since our inception, and have reached out to many more in the process. 

  6. 請簡述機構洞悉的強處、弱處、機遇及危機的分析及管治團隊的對應措施。

    Strength:

    • Good networking with professional musicians to provide a structured music education curriculum to our beneficiaries.   
    • Good donor network and good prospects with potential donors, underpinned by vigorous donor engagement efforts.
    • Good volunteer network with candidates from all walks of life to engage with a wide range of MCF stakeholders.
    • Co-founders background and experience attributes to the professionalism of MCF performances.  
    • Good governance structure.
    • Co-founderspersonal experience authenticates the MCF narrative that stakeholders find moving.
    • Passionate MCF staff.

    Weakness/Threat:

    • Difficult to reach needy students in districts where MCF does not have classroom facilities.
    • A lot of effort to work with other NGOs in areas MCF wants to reach out.
    • Need a benchmarking system rather than KPI, to present MCFs work as it is not easy to measure the influence of music over a period as long as 16 years.
    • Difficulty in retaining good staff.
    • Funding affected by economic downturn, and social unrest.
    • MCF does not have a headquarter office – it is a logistical challenge to manage satellite centres and organize performances.   In 2017/18, over 100 classes were conducted and 14 performances and two musicals were presented.

    Opportunity:

    • The increasing recognition that early childhood music education is important.
    • Parentsinterest in music to enhance the credentials of their children.
    • Interest in music as therapy especially for children with learning issues.
    • Easy access of online music makes it part of everyday live.
  7. 請簡述機構未來發展計劃:1) 方向或範疇; 2) 發展策略及介入手法; 3) 拓展網絡 及4) 管治層(董事會)及管理層(高級職員團隊) 的團隊建立及整固。(不多於200字)
    1. Direction/Intervention approach
      • Continue the MCF mission:  Introduce music to children from grassroots, to nurture them to become responsible citizens, and to partner with their parents in the hope of brining greater harmony to their families.
      • To enhance the joy of music learning by introducing a fun, multi-sensory music experience to students aged 0-6.  The appeal to the senses means that they learn as they enjoy the experience.
      • Explore the social enterprise model of operation for sustainability.
      • Review and fine-tune strategies in line with changes in society.
      • Allow time for staff to attend short courses offered free by HKCSS and donors such as HKJC.
    2. Networking development
      • Step up effort to engage with current donors, and to explore new opportunities with active social networking.
      • Engage with industry peers for networking and opportunities of collaboration.
      • Engage with media organizations for coverage, emphasis on online media as it reaches to a bigger audience.