Charity Portal
Ministry of Community Development, Youth & Sports
Singapore

The Problem

In Singapore, an entity will need to register itself as a society under the Societies Act, incorporate itself as a company limited by guarantee under the Companies Act or form a trust under the Trustees Act before it can register as a charity. This is because the charity status is not a legal status in Singapore. Each of these legislations has its own regulatory obligations. On top of this, a charity could also apply for an Institution of a Public Character (IPC) status from the Inland Revenue Authority, so that donations to the IPCs would be granted double-tax deductions. The Inland Revenue Authority had delegated the approval of IPC status and of its regulation to 11 government agencies (known as Central Fund Administrators). Hence, there are IPC-charities and non-IPC charities, constituted as companies, societies or trusts which come under various agencies’ purview. In addition, charities typically organise fund-raising events for their programmes, which require permits from different authorities, e.g. the office of the Commissioner of Charities, Central Fund Administrator, Police etc.

Prior to the development of the online Charity Portal (the initiative), each of these regulators handled the registration and monitoring of the entities and the different permit applications independently. This had led to several problems. Firstly, the lack of a consistent regulatory strategy among the government agencies led to potential regulatory loopholes. For example, an organisation which failed to obtain IPC status from one agency could apply again from another agency with more flexible requirements. Secondly, the similar requests by different regulatory agencies had resulted in some duplication of efforts by the charities and IPCs and thus expending of resources to navigate through the myriad processes. Thirdly, as the applications and reporting have to be done sequentially/separately with the different regulatory agencies, the processes inevitably took a long time, sometimes up to 6 months. Fourthly, many people simply do not know where to start looking for information regarding charities and charitable activities in Singapore as information on charities was not centralised.

At the same time, around the middle of year 2005, a major charity scandal broke out in Singapore. This led the Government to recommend several measures to improve the governance standards of charities in Singapore.

However, the task of improving the regulation and governance standards of charities was challenging. There were close to 1,900 charities of different sizes, providing a wide scope of different activities such as promotion of health, education and religions, and managing a total annual income of about $4.5 billion. There was inadequate information on charities and the Government’s regulatory approach toward charities was also not coordinated. This was made more difficult by the complexity of the charity sector.

The impetus to streamline the regulatory structure and processes, and the need to improve transparency and accountability for public donations in the charity sector, led to the conception of the online Charity Portal.

Solution and Key Benefits

 What is the initiative about? (the solution)
The Charity Portal is the first online portal in the world which allows for an electronic registration of charity and IPC status, as well as an electronic application for a fund-raising permit. It not only improved efficiency in public service delivery but also improved information transparency in the charity landscape, leading to greater self-regulation and informed charitable giving.

The charity regulatory structure, previously spanning across 12 government agencies (the office of the Commissioner of Charities and 11 Central Fund Administrators), is now rationalised and harmonized via the common Charity Portal platform to ensure consistency in regulation. For example, charity registration processes have been standardised on the Portal, thereby eliminating the differences in regulatory policy across the government agencies which handle charities.

With the use of the Charity Portal, the productivity of regulatory staff has increased by 90%. With the Portal’s database, it now only takes a minute to search for relevant information regarding a charity rather than the usual 10 minutes by culling information from various physical files.

Charity registration processing time has been cut down from an average of 3 months to 1 month, leading to a three-fold improvement in registration efficiency. This is made possible as the applicants will be guided by the Charity Portal to fill up and submit all the information and documents necessary to process the application.

The Charity Portal also became a vital information tool for stakeholders in the charity sector. Many individuals and organisations are accessing the Charity Portal each day to understand the charity rules and regulations in Singapore or to search the Charity Register for information on specific charities. For example, individual donors could search the Portal for information regarding a charity to understand the charity’s background and activities. International charitable organisations that wish to set up shop in Singapore also comb the site to understand the fund-raising rules and regulations involved and the process for applying for a fund-raising permit. This has improved transparency in the charity sector, facilitating donor education and informed giving.

In addition, the adoption of an electronic paperless system is environmentally-friendly. The amount of paper saved each year is estimated to be 30,000 pieces of A4-sized paper, assuming the avoidance of an average printout of 125 pages per work day and 240 work days a year.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The idea for a Charity Portal was first proposed by an Inter-Ministry Committee (IMC) on the Regulation of Charities and IPCs. The IMC comprises senior public servants from 12 government ministries and agencies, such as the Ministry of Finance, Ministry of Home Affairs, Inland Revenue Authority, Accounting and Corporate Regulatory Authority, and National Council of Social Service. It was set up in October 2005 to achieve the following objectives:

1. Develop a regulatory framework to regulate charities and IPCs, with a view to helping the sector to grow;

2. Rationalize existing regulations and the roles and powers of the various regulatory agencies involved in overseeing charities and IPCs; and

3. Streamline processes to facilitate registration, reporting and fundraising requirements of charities and IPCs.

The implementation of the Charity Portal was the culmination of a well-coordinated multi-agency effort comprising 12 government agencies such as the Ministry of Education, Ministry of Health, National Council of Social Service, Registry of Societies and Inland Revenue Authority of Singapore. The policy aspects of the project were spearheaded by the office of the Commissioner of Charities (COC) under the Ministry of Community Development, Youth and Sports (MCYS) while the technical implementation was overseen by the Information Technology Division, also under MCYS. An external IT vendor was appointed after a rigorous tender process to design and develop the system. Throughout the process, extensive requirement study and user acceptance testing were conducted with the regulatory staff and the charities.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
A Charity Portal (CP) Working Committee led by MCYS and comprising staff officers from 12 different government agencies was formed to chart the strategies for the Charity Portal. The overarching objective of the Committee was to streamline the charity registration and reporting requirements in a “one-stop shop-front” solution to facilitate existing charities and new applicants. This is so that charities need only to interface with one “shop-front” and not deal with several agencies separately. The same shop-front should also provide a more comprehensive description of all the permits commonly required for various types of fund-raising events.

To this end, the Committee outlined the following strategies:

1. Centralize Knowledge through a One-Stop Charity Resource Centre. The Charity Portal is to provide a one-stop resource centre for charities and IPCs and those interested in setting up charities and IPCs. Through the portal, they can understand and seek advice on complying with the different regulatory requirements, as well as learn about best practices which can help them run their charities and IPCs better.

2. Streamline Processes through One-Stop Charity Registration. Through the Portal, applicants will be able register as charities with the Commissioner of Charities and apply for IPC status, without the need to provide the same information to different regulatory authorities. Where feasible, processing of registration by the different authorities should be done concurrently. This will make registration simpler and quicker.

3. Facilitate Compliance through One-Stop Charity Reporting. Charities and IPCs will be able to upload documents such as annual reports and financial statements through the portal. The portal will automatically route the documents and requests to the relevant authorities without the charities and IPCs having to do so separately.

4. Enable One-Stop Application of Fund-raising Permits: The Portal will provide a listing of the permits commonly required for various types of fund-raising events. This will help simplify the process of obtaining the relevant permits for fund-raising events.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
The MCYS CP project team and representatives from Ministry of Education (MOE), Ministry of Health (MOH), Ministry of Information, Communications and the Arts (MICA), Singapore Sports Council (SSC), People’s Association (PA) and National Council of Social Service (NCSS) was formed within a short period of time and the team had intensive meetings to gather and understand the process requirements from the six Sector Administrators (SAs) who were appointed by the COC.

The team met almost every day to understand and streamline the work processes and proposed an integrated service for all the six SAs. The proposed system aligned the requirements stated by the SAs and at the same time met all regulatory requirements and stringent approval checks for Charity status and IPC applications and renewals.

The system was designed along the core business operations and user friendliness was the top priority for the Portal’s implementation.

Data consistency and information standardization were two key factors in the successful implementation of the system. Charities/IPC information was consolidated into various EXCEL spreadsheets for the SAs’ verification and review before loading into the system.

Prior to the rollout, training was conducted for all SAs and Charity Unit officers and a press release was issued on 9 February 2007 to inform the public on the launch of the portal.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
The successful implementation of the Charity Portal was not without some significant challenges and issues. These include both process challenges and people challenges.

Changing the Way We Work

One major issue during the initial review of regulatory processes was the discomfort that some agencies had with disrupting the status quo. A few agencies were also hesitant to eliminate some tried-and-tested processes recommended for the Charity Portal to take effect. The discomfort towards a one-stop Charity Portal was even stronger when the government agencies already had their own web sites to serve their existing regulatory needs and other related needs.

There was a need to balance between the need for a one-stop Charity Portal and the interests of various government agencies. The team had to manage the expectations of the various stakeholders and at the same time ensure all regulatory objectives are met.

Building the Collaborative “Many Agencies, One Government” Mindset

With “Delighted Customers, Connected Citizens and a Networked Government” as the guiding vision, the Charity Portal was designed to benefit both the charity sector and the government agencies measured by better customer service, greater efficiency and faster administration. This is not easy because of agency-specific interests that may not be aligned with other agencies’ interests. For instance, some agencies at that time thought that a one-stop Charity Portal would undermine the scope of their agencies’ control function as the regulatory purview would come under MCYS instead, and were thus hesitant to proceed with the recommendations.

After several rounds of discussion, there was eventually consensus among agencies on the need to focus less on specific concerns but to adopt a system that will benefit both the Government and the charity sector as a whole.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
A project team was formed comprising representatives from various agencies representing different charitable sectors (health, education, arts and heritage, social service, sports), an IT project manager and regulatory staff from the office of the Commissioner of Charities.

A steering committee was formed to oversee the execution of the project and the team met weekly to update on the project progress.

The key costs are summarized as follows:

1. One-time Portal Development Cost : $500,000
2. Hosting and Infrastructure cost : $108,000 per annum
3. Portal Maintenance cost : $69,000 per annum

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The Charity Portal is sustainable in the following ways:

Financial Sustainability: While the costs of running the Portal are currently funded by the Government, MCYS will transit into a fee charging framework in 2 years’ time to recover the costs from users of the online services on the Portal. This is consistent with other e-government services offered online by the Singapore Government.

Socio-Economic Sustainability: The centralization of knowledge pertaining to the charity sector in Singapore afforded by the Charity Portal enhances socio-economic sustainability. This is because the public, donors, grantmakers and other stakeholders now have access to more information, resulting in more informed giving compared to a year ago when charity-related information was scattered and patchy. Such centralization of knowledge in turn optimizes the allocation of charitable resources to charities and charitable sectors which need the resources most. Social capital is therefore deployed more efficiently and in a more sustained manner.

Institutional / Regulatory Sustainability: The introduction of the Charity Portal ushers in a scalable platform which heightens the level of engagement between the Government and the charity sector. Through this online platform, standard regulatory procedures are institutionalized more quickly and efficiently. Charities are now more aware of the changes in the regulatory landscape and are also savvier in instituting good governance practices to ensure accountability for public donations.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
We learnt that there are three key elements that make such an inter-agency project successful:

Pace: It is important to build pace and ride on the momentum and excitement generated in the early phase of the project to quickly secure the commitment of various agencies. Otherwise, the “buzz” would be gone and agencies might shift their resources to other priorities, and the project might not have taken off as quickly as we had planned.

Passion: One of the key ingredients for our success was a genuine passion to delight our users of the Charity Portal. The technical team worked closely with the policy team to understand the needs of the users and conducted extensive user acceptance testing to ensure that the Portal was user-friendly and relevant to their needs.

Perseverance: This was the most needed quality given the many operational challenges we faced during the implementation of the Portal. The initial difficulties created some skepticism about whether we could deliver the project in such a short time. However, the team pulled together and our conviction and perseverance helped to resolve many technical and policy difficulties along the way.

Contact Information

Institution Name:   Ministry of Community Development, Youth & Sports
Institution Type:   Government Agency  
Contact Person:   Benjamin Cher
Title:   Assistant Director / Charities Unit  
Telephone/ Fax:   (65) 6354 8211
Institution's / Project's Website:   (65) 6256 7250
E-mail:   benjamin_cher@mcys.gov.sg  
Address:   510 Thomson Road, #15-02 SLF Building
Postal Code:   298135
City:   Singapore
State/Province:  
Country:   Singapore

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