Charities Life Cycle Diagnostic Tool

A self-assessment tool by the Office of the Commissioner of Charities & Charity Council

1. Introduction
2. User Guide
3. Diagnostic Survey
4. Results
5. Call to Action and Available Resources

Welcome to the Charities Life Cycle Diagnostic Tool

The Charities Life Cycle Diagnostic Tool was developed through a collaboration between the Office of the Commissioner of Charities (COC) and the Charity Council, with advice and support from Ernst & Young Advisory Pte Ltd.

The tool will provide a preliminary assessment of your charity's life cycle stage. In the survey tool, you will find descriptions of various organisational life cycle stages. When assessing your charity's current position, please select the description that you feel most closely matches your organisation. If your charity falls between two life cycle stages, choose the option that better reflects your charity's current life cycle state.

Disclaimer

The tool is provided for general informational and self-assessment purposes only. While reasonable care has been taken in preparing this tool, the tool is ultimately provided on an "as is" basis without warranties of any kind. In providing access to the tool, the Office of the COC and Charity Council make no representations or warranties about the completeness, accuracy, timeliness, reliability, or suitability of the Tool for any purpose. The COC and Charity Council further disclaim any warranty that access to the tool will be uninterrupted; that the tool (or any functions associated therewith) will be error-free; that defects will be corrected; and that the tool is and will be free of all viruses and/or other harmful elements.

The assessment results are based solely on the responses provided by you and should not be considered as professional advice or a definitive evaluation of your charity's status. Your charity may exhibit characteristics from multiple life cycle stages simultaneously.

Any reliance you place on the tool and its results is strictly at your own discretion and risk. The COC and Charity Council shall not be liable, responsible, or held accountable in any way for any loss or damage (whether direct or indirect) arising from the use of this tool or its results. To avoid doubt, this includes any loss or damage arising from any decision made or action taken by you in reliance on the tool or its results.

User Guide

Purpose

This tool enables you to assess your charity's maturity across different operational areas and identify your organisation's current life cycle stage.

Getting Started

Step 1 - Complete the Diagnostic Survey

There are a total of 4 categories which branch out into 10 sub-categories. Under each sub-category, there are 6 different maturity levels. Please choose the maturity level which your charity identifies most strongly with for each sub-category.

Step 2 - Attain the Survey Score and Life Cycle Stage for your Charity!

You will get your charity's calculated life cycle stage after filling in the Diagnostic Survey. The results can be used for strategic planning and development, identifying areas for improvement, tracking progress over time, and benchmarking against sector standards.

Step 3 - Call for Action: Review Available Resources

Resources are available based on your charity's current life cycle state. Review the recommended resources at the end of this tool to identify targeted support for your organisation.

Maturity Levels & Corresponding Scores

For each sub-category, select the maturity level that best reflects your organisation. Use the following scale:

1 - Start-up
Start-up A charity in its foundational phase with informal monitoring systems, basic structures, and funding primarily from personal sources and close networks while establishing its cause and operational framework.
2 - Growth
Growth A charity developing more structured approaches to programmes and governance, beginning to establish formal policies and processes while actively seeking to expand its donor base and define its strategic direction.
3 - Maturity
Maturity An established charity with well-defined policies, structured governance, stable funding sources, and comprehensive systems for programme monitoring, strategic planning, and administrative functions.
4 - Decline
Decline A charity experiencing deteriorating performance with outdated processes, declining funding sources, ineffective leadership, and inability to adapt or maintain alignment between strategy and operations.
5 - Turnaround
Turnaround A charity actively restructuring and pivoting its programmes, governance, and operations with external consultation to restore effectiveness and establish a new strategic direction.
6 - Terminal
Terminal A charity in the process of winding down or considering closure, with inactive governance, focus shifted to completing remaining programmes rather than ongoing operations, and administrative functions centred on termination procedures.

Diagnostic Survey

For each question, select the option that best describes your organisation.

A. Programmes
A1. Measuring and Monitoring of Programme's Impact and Outcome
Consider how your organisation monitors programmes and gathers feedback on their impact and outcomes.
A2. Structures and Processes in Managing Programmes
Consider the extent to which your programmes are carried out with defined policies, processes, and structures.
B. Governance / Board
B1. Independence and Relationships
Consider the independence of your Board Members from founders and key management personnel. "Related" refers to personal connections such as friends or family members. Key management personnel refers to individuals leading day-to-day operations (e.g., CEO, COO, CFO, ED).
B2. Decision Making (Strategic Direction and Alignment of Strategies)
Consider how your Board develops and monitors strategic direction and aligns programmes accordingly.
B3. Diversity
Consider the diversity of skillsets and experiences among your Board Members and whether the Board actively seeks to address gaps.
B4. Board and Management Relationship
Consider the clarity of roles between Board members and Management. Management refers to key management personnel leading day-to-day operations (e.g., CEO, COO, CFO, ED).
C. Management and Employees
C1. Leadership Experience
Consider the experience and effectiveness of your key management personnel in leading the organisation. Management refers to key management personnel leading day-to-day operations (e.g., CEO, COO, CFO, ED).
C2. Training and Development
Consider whether your organisation has a structured training plan for Board members, management, and all other employees.
D. Business Model & Administration
D1. Source of Funding
Consider the diversity, consistency, and sustainability of your organisation's income sources.
D2. Administrative Functions
Consider whether your organisation's administrative functions (e.g., finance, procurement, HR, conflict of interest management) are carried out with defined policies and structures.
Please answer all questions before proceeding.

Your Diagnostic Results

Score Breakdown by Category

Call to Action and Available Resources

The following resources are organised by category to support your charity's development across all areas.

A. Programmes

Beneficiary

Charities can evaluate their existing programme offerings and growth in beneficiary base across the years to identify opportunities for expansion. A further analysis through stakeholder feedback (e.g., beneficiaries, partners, volunteers, etc.) can be performed to assess areas for improvement. For organisations requiring assistance in improving their programme offerings and expanding their beneficiary base, the following are suggested resources for reference:

Visibility Guide for Charities
The guide leverages on the PARENT framework to help charities effectively communicate impact, governance and accountability to their donors.
Ground up Initiative Study (GUIS) 2023 Report
A landscape study performed by NVPC on Ground up initiatives and case studies on best practices.
National Giving Study 2025
Reports on the latest developments in how much, how often, and in what ways Singaporeans give, as well as what drives and holds back their giving behaviour.

Impact and Outcome

Organisations can evaluate their existing programme offerings and assess the tools and methodologies used in evaluating impact and outcome of their programmes.

NCSS Service Journey - using the S.M.A.R.T Guideline
Designing outcome indicators using the S.M.A.R.T Guideline.
Sector Evaluation Framework (SEF)
The SEF is a sectoral outcome measurement framework that provides a common language for social service agencies (SSAs), funders, and the Government to measure sector outcomes, track the progress of service users, and articulate impact.
5 examples of community success measurements
Article from NVPC on success metrics considered to be important within the community.

Structure and Processes

Organisations can evaluate their approach in delivering programmes, by using a flowchart or service journey map. This can provide clarity in the detailed steps involved as well as identify potential inefficiencies and bottlenecks in the programme delivery.

NCSS Service Journey - using the S.M.A.R.T Guideline
Key highlights and templates within this document include: checklist for planning and evaluating your service journey, service standards self-assessment checklist, intervention planning checklist, discharge planning checklist, and ensuring service continuity.

B. Governance / Board

Decision Making

As part of the Code of Governance for Charities and IPCs, Boards are required to perform a self-evaluation on its performance and effectiveness. As part of the self-evaluation exercise, questions surrounding the approach on Board's decision making, independence and relationship with stakeholders as well as diversity can be included for Board members to holistically evaluate themselves.

Handbook on Effective Non-Profit Boards
This Handbook highlights the insights and recommendations from the Board Leadership Study 2019/20 (BLS), which culminates in the development of an Effective Non-Profit Board Framework. It provides an accessible tool for Boards to undertake self-assessment of their performance, identify gaps and get useful tips on how to address them. "Strategy and Role" is highlighted as a component of the framework.

Diversity

Organisations can evaluate the diversity of their Board through factors such as skillsets, expertise, age, gender etc. For organisations requiring assistance in improving the board diversity or planning for succession the following are suggested resources for reference:

The Board Appointment Guide
The Board Appointment Guide for Charities is a collaborative effort led by the Council for Board Diversity, with Ernst and Young and the National Volunteer and Philanthropy Centre. It encourages charities to consider their board composition and the importance of including wider forms of diversity on the board such as gender, ethnicity and age.
Board Matching Services - Centre for Non-Profit Leadership (CNPL)
Board Match & Pulse Check services to help charities find suitable board members.
Training Courses from Singapore Institute of Directors (SID)
Courses such as Singapore Institute of Directors (SID) offer training programmes for board members to enhance their governance knowledge and skills.

Board and Management Relationship

Organisations can evaluate the diversity of their Board through factors such as skillsets, expertise, age, gender etc. For organisations requiring assistance in improving the clarity of roles and responsibilities of Board members, the following are suggested resources for reference:

Board Committees and Terms of Reference (by SSI)
Board Policy Manual for Non-Profit Organisations (NPOs)(by SSI)
Statement of Individual Board Member's Responsibilities (by SSI)
Job Descriptions of Office Bearers (by SSI)

C. Management and Employees

Leadership and Experience

For organisations requiring assistance in improving the leadership capabilities of key management personnel the following are suggested resources for reference:

Courses from the Singapore University of Social Sciences (SUSS) such as:
Master in Boundary Crossing Learning and Leadership
Master of Management

Volunteers

Organisations can evaluate the diversity of their Board through factors such as skillsets, expertise, age, gender etc. For organisations requiring assistance in improving the board diversity or planning for succession the following are suggested resources for reference:

Volunteer Management Toolkit 2.0
This toolkit includes content and elements across the Volunteer Management Framework with best practices for SSAs to adopt to attract, retain and manage regular volunteers.
Insights from NCSS Volunteer Engagement Tool 2021
A survey and analysis of results of volunteer satisfaction and with suggested opportunities and targeted improvements to boost volunteer retention.
Volunteer Role Re-design Guides for Social Service Agencies (SSAs)
This guide provides a structured approach for SSAs to create new volunteer roles or adapt existing volunteer roles to better fit agency needs and enhance volunteer engagement.

Governance/Board - Training and Development

Charities' board members and staff can sign up for training program under Governwell: Excellence in Charity Leadership and tap on the Charities Capability Fund (Training Grant) for support. This grant supporting training courses for charities' board members and staff (who have served in the charities for at least 6 months with an official designation) in key governance and management areas.

Governwell Excellence in Charity Leadership
Charities Capability Fund (Training Grant)

D. Administration

Administrative Functions

For organisations requiring assistance in their administration functions, the following are suggested resources for reference:

Conflict of Interest Policy and Operating Procedures (by SSI)
Sample Procedures for Conflict of Interest
Conflict of Interest Disclosure Statement (by SSI)
Shared Services Partner - Shared Services for Charities (SSC)
Advice on governance policies and procedures, compliance with Code of Governance, risk management and internal controls.
Shared Services Partner - Chartered Secretaries Institute of Singapore (CSIS)
Provides free training sessions and walk-in consultation clinics on the annual submission for charities and governance-related matters.

Value Chain

Organisations can tap on the Charities Capability Fund (Consultancy Grant, Shared Services Grant, Info-Communications Technology Grant) for support. These grants support organisations in drafting of policies and procedures, attaining organisational excellence certifications and accreditations, outsourcing of corporate functions, supporting basic technological infrastructure and digital solutions to enhance productivity and operational efficiency.

Charities Capability Fund