Governance Evaluation Checklist

For the period of January 2025 to December 2025

SN Call for Action Code ID Did the charity put this principle into action? If you have indicated “No” or ‘Partial Compliance”,
please explain.
Principle 1: The charity serves its mission and achieves its objectives.
1 Clearly   state the charitable purposes (For example, vision and mission, objectives,   use of resources, activities, and so on) and include the objectives in the   charity’s governing instrument. Publish the stated charitable purposes on   platforms (For example, Charity Portal, website, social media channels, and   so on) that can be easily accessed by the public. 1.1 Yes
2 Develop   and implement strategic plans to achieve the stated charitable purposes. 1.2 Yes
3 Have   the Board review the charity’s strategic plans regularly to ensure that the   charity is achieving its charitable purposes, and monitor, evaluate and   report the outcome and impact of its activities. 1.3 Yes
4 Document   the plan for building the capacity and capability of the charity and ensure   that the Board monitors the progress of this plan.
     
     “Capacity” refers to a charity’s infrastructure and operational resources   while “capability” refers to its expertise, skills and knowledge.		 1.4 Yes      
     
     
     
     
Principle 2: The charity has an effective Board and Management.
5 The   Board and Management are collectively responsible for achieving the charity’s   charitable purposes. The roles and responsibilities of the Board and   Management should be clear and distinct. 2.1 Yes
6 The   Board and Management should be inducted and undergo training, where   necessary, and their performance reviewed regularly to ensure their   effectiveness. 2.2 Yes
7 Document   the terms of reference for the Board and each of its committees. The Board   should have committees (or designated Board member(s)) to oversee the   following areas*, where relevant to the charity:
     a. Audit
     b. Finance
     
     * Other areas include Programmes and Services, Fund-raising, Appointment/   Nomination, Human Resource, and Investment.		 2.3 Yes      
     
     
     
     
     
     
     
8 Ensure   the Board is diverse and of an appropriate size, and has a good mix of   skills, knowledge, and experience. All Board members should exercise   independent judgement and act in the best interest of the charity. 2.4 Yes
9 Develop   proper processes for leadership renewal. This includes establishing a term   limit for each Board member. All Board members must submit themselves for   re-nomination and reappointment, at least once every three years. 2.5 Yes
10 Develop   proper processes for leadership renewal. This includes establishing a term   limit for the Treasurer (or equivalent position).
     
     For Treasurer (or equivalent position) only:
     
     a. The maximum term limit for the Treasurer (or equivalent position like a   Finance Committee Chairman, or key person on the Board responsible for   overseeing the finances of the charity) should be four consecutive years. If   there is no Board member who oversee the finances, the Chairman will take on the   role.
     
     i. After meeting the maximum term limit for the Treasurer, a Board member’s   reappointment to the position of Treasurer (or an equivalent position may be   considered after at least a two-year break.
     
     ii. Should the Treasurer leave the position for less than two years, and   when he/she is being re-appointed, the Treasurer’s years of service would   continue from the time he/she stepped down as Treasurer.		 2.6 Yes
11 Ensure   the Board has suitable qualifications and experience, understands its duties   clearly, and performs well.
     
     a. No staff should chair the Board and staff should not comprise more than   one-third of the Board.		 2.7 Yes      
     
     
     
12 Ensure   the Management has suitable qualifications and experience, understands its   duties clearly, and performs well.
     
     a. Staff must provide the Board with complete and timely information and   should not vote or participate in the Board’s decision-making.		 2.8 Yes      
     
     
     
     
13 The   term limit for all Board members should be set at 10 consecutive years or   less. Re-appointment to the Board can be considered after at least a two-year   break.
     
     For all Board members:
     a. Should the Board member leave the Board for less than two years, and   when he/she is being re-appointed, the Board member’s years of service would   continue from the time he/she left the Board.
     
     b. Should the charity consider it necessary to retain a particular Board   member (with or without office bearers’ positions) beyond the maximum term   limit of 10 consecutive years, the extension should be deliberated and   approved at the general meeting where the Board member is being re-appointed   or re-elected to serve for the charity’s term of service. (For example, a   charity with a two-year term of service would conduct its election once every   two years at its general meeting).
     
     c. The charity should disclose the reasons for retaining any Board member   who has served on the Board for more than 10 consecutive years, as well as   its succession plan, in its annual report.		 2.9a
     2.9b
     2.9c		 No We   have two Board members who have served on the Board for more than 10   consecutive years. The re-appointments were approved by the Board and the   reasons for their retention and the succession plan were disclosed in the   Annual Report.
     
14 For   Treasurer (or equivalent position) only:
     
     d. A Board member holding the Treasurer position (or equivalent position   like a Finance Committee Chairman or key person on the Board responsible for   overseeing the finances of the charity) must step down from the Treasurer or   equivalent position after a maximum of four consecutive years.
     
     i. The Board member may continue to serve in other positions on the Board   (except the Assistant Treasurer position or equivalent), not beyond the   overall term limit of 10 consecutive years, unless the extension was   deliberated and approved at the general meeting – refer to 2.9.b.		 2.9d Yes
Principle 3: The charity acts responsibly, fairly and with integrity.
15 Conduct   appropriate background checks on the members of the Board and Management to   ensure they are suited to work at the charity. 3.1 Yes
16 Document   the processes for the Board and Management to declare actual or potential   conflicts of interest, and the measures to deal with these conflicts of   interest when they arise.
     
     a. A Board member with a conflict of interest in the matter(s) discussed   should recuse himself/herself from the meeting and should not vote or take   part in the decision-making during the meeting.		 3.2 Yes
17 Ensure   that no Board member is involved in setting his/her own remuneration directly   or indirectly. 3.3 Yes
18 Ensure   that no staff is involved in setting his/her own remuneration directly or   indirectly. 3.3 Yes
19 Establish   a Code of Conduct that reflects the charity’s values and ethics and ensure   that the Code of Conduct is applied appropriately. 3.4 Yes
20 Take   into consideration the ESG factors when conducting the charity’s activities. 3.5 Yes
Principle 4: The charity is well-managed and plans for the future.
21 Implement and regularly review key policies and procedures to ensure that they continue to support the charity’s objectives.

a. Ensure the Board approves the annual budget for the charity’s plans and regularly reviews and monitors its income and expenditures (For example, financial assistance, matching grants, donations by board members to the charity, funding, staff costs and so on).		 4.1a Yes      
     
     
     
     
     
22 Implement   and regularly review key policies and procedures to ensure that they continue   to support the charity’s objectives.
     
     b. Implement appropriate internal controls to manage and monitor the   charity’s funds and resources. This includes key processes such as:
     
     i. Revenue and receipting policies and procedures;
     ii. Procurement and payment policies and procedures; and
     iii. System for the delegation of authority and limits of approval.		 4.1b Yes      
     
     
     
     
     
     
     
     
23 Seek   the Board’s approval for any loans, donations, grants, or financial   assistance provided by the charity which are not part of the core charitable   programmes listed in its policy. (For example, loans to   employees/subsidiaries, grants or financial assistance to business entities). 4.2 Yes      
     
     
24 Regularly   identify and review the key risks that the charity is exposed to and refer to   the charity’s processes to manage these risks. 4.3 Yes
25 Set internal policies for the charity on the following areas and regularly review them:
a. Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT);
b. Board strategies, functions, and responsibilities;
c. Employment practices;
d. Volunteer management;
e. Finances;
f. Information Technology (IT) including data privacy management and cyber-security;
g. Investment (obtain advice from qualified professional advisors if this is deemed necessary by the Board);
h. Service or quality standards; and
i. Other key areas such as fund-raising and data protection.		 4.4 Partial Compliance Most   of the core operational manuals and policies have been established and   approved by the CMC. There are some policies that are currently undergoing   active review and updates. We are working to finalise and get them approved   by the CMC soon.
     
     
     
     
     
     
     
26 The   charity’s audit committee or equivalent should be confident that the   charity’s operational policies and procedures (including IT processes) are   effective in managing the key risks of the charity. 4.5 Yes
27 The   charity should also measure the impact of its activities, review external   risk factors and their likelihood of occurrence, and respond to key risks for   the sustainability of the charity. 4.6 Partial Compliance We   have a comprehensive Risk Register annually to manage key risks and controls.   The Business Continuity Plan (BCP) is currently under review. Additionally,   we are working to integrate formal impact and sustainability measurements   into its risk framework.
     
Principle 5: The charity is accountable and transparent.
28 Disclose   or submit the necessary documents (such as Annual Report, Financial   Statements, GEC, and so on) in accordance with the requirements of the   Charities Act, its Regulations, and other frameworks (For example, Charity   Transparency Framework and so on). 5.1 Yes      
     
     
29 Generally,   Board members should not receive remuneration for their services to the   Board. Where the charity’s governing instrument expressly permits   remuneration or benefits to the Board members for their services, the charity   should provide reasons for allowing remuneration or benefits and disclose in   its annual report the exact remuneration and benefits received by each Board   member. 5.2 Yes
30 The   charity should disclose the following in its annual report:
     
     a. Number of Board meetings in the year; and
     b. Each Board member’s attendance.		 5.3 Yes      
     
     
     
31 The   charity should disclose in its annual report the total annual remuneration   (including any remuneration received in the charity’s subsidiaries) for each   of its three highest-paid staff, who each receives remuneration exceeding   $100,000, in incremental bands of $100,000. Should any of the three   highest-paid staff serve on the Board of the charity, this should also be   disclosed. If none of its staff receives more than $100,000 in annual   remuneration each, the charity should disclose this fact. 5.4 Yes
32 The   charity should disclose in its annual report the number of paid staff who are   close members of the family of the Executive Head or Board members, and whose   remuneration exceeds $50,000 during the year. The annual remuneration of such   staff should be listed in incremental bands of $100,000. If none of its staff   is a close member of the family of the Executive Head or Board members and   receives more than $50,000 in annual remuneration, the charity should   disclose this fact. 5.5 Yes
33 Implement   clear reporting structures so that the Board, Management, and staff can   access all relevant information, advice, and resources to conduct their roles   effectively.
     
     a. Record relevant discussions, dissenting views and decisions in the   minutes of general and Board meetings. Circulate the minutes of these   meetings to the Board as soon as practicable.		 5.6a Yes      
     
     
     
     
34 Implement   clear reporting structures so that the Board, Management, and staff can   access all relevant information, advice, and resources to conduct their roles   effectively.
     
     a. The Board meetings should have an appropriate quorum of at least half of   the Board, if a quorum is not stated in the charity’s governing instrument.		 5.6b Yes      
     
     
     
     
35 Implement   a whistle-blowing policy for any person to raise concerns about possible   wrongdoings within the charity and ensure such concerns are independently   investigated and follow-up action taken as appropriate. 5.7 Yes
Principle 6: The charity communicates actively to instil public confidence.
36 Develop   and implement strategies for regular communication with the charity’s   stakeholders and the public (For example, focus on the charity’s branding and   overall message, raise awareness of its cause to maintain or increase public   support, show appreciation to supporters, and so on). 6.1 Yes
37 Listen   to the views of the charity’s stakeholders and the public and respond   constructively. 6.2 Yes      
38 Implement   a media communication policy to help the Board and Management build positive   relationships with the media and the public. 6.3 Yes
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