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Charity Wellbeing Diagnostic

How well is your charity doing on financial wellbeing?

A free 15-question self-assessment for charity leaders, across three pillars: Benefits and Reward, Financial Education and Guidance, and Wellbeing and Culture. Around eight minutes. A personalised report with recommended next steps delivered to your inbox.

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Section 01 of 03

Benefits and Reward

How well your current benefits and pension package serves the genuine financial needs of your staff, given the budget constraints of the sector.

Question 1 of 15When did you last conduct a structured review of your staff benefits package, assessing both cost to the charity and value to staff?

We have never formally reviewed our benefits More than three years ago Within the last one to three years We review annually with clear metrics on usage and value

Question 2 of 15How well do your staff understand and actively use the benefits available to them?

Most staff are unaware of what is available Some awareness, but engagement is low and inconsistent Good awareness and reasonable engagement across the team High engagement, staff actively value and use their benefits

Question 3 of 15Does your benefits package include financial wellbeing provisions, such as salary advance, debt support, savings schemes, or financial coaching?

None, our benefits are limited to standard statutory provisions We are considering adding financial wellbeing provisions One or two provisions are in place but not consistently communicated A comprehensive suite of financial wellbeing tools is available and well used

Question 4 of 15How well does your pension scheme serve staff at different life stages, from those starting out through to those approaching retirement?

We have not reviewed pension provision against the workforce in years Auto-enrolment defaults are in place but no further work has been done Some attention has been given but life-stage relevance is not explicit Pension provision is reviewed regularly with staff awareness and engagement built in

Question 5 of 15Do you have a structured approach to recognition and non-financial reward, given the constraints on pay typical in our sector?

Recognition is ad hoc and largely informal We have some structure, but it is inconsistently applied A structured approach exists and is reasonably embedded Recognition is deeply embedded in our culture and clearly understood by staff

Section 02 of 03

Financial Education and Guidance

Whether your staff have access to practical financial education and qualified guidance when they need it.

Question 6 of 15Do you have any insight into the level of financial stress within your workforce?

We have no visibility of financial stress in our workforce We are aware it is a likely issue but have not measured it We have conducted surveys or informal conversations to understand the picture We measure financial stress and track its impact on retention and engagement

Question 7 of 15Does your organisation provide financial education, such as workshops, sessions, or learning resources?

We provide no financial education of any kind Occasional, unstructured content is shared but not as a programme We run periodic sessions, though not consistently planned or evaluated A structured, regular financial education programme is in place and well attended

Question 8 of 15Do your staff have access to a qualified, regulated financial adviser as a workplace benefit?

No, staff must source financial advice entirely independently We signpost to external resources but provide no direct access Informal access exists through a known contact, but it is not a structured benefit Regulated financial advice is a formal workplace benefit available to all staff

Question 9 of 15How confident are you that staff genuinely understand their pension and what to do with it?

Most staff have very little understanding of their pension position Basic information is provided at onboarding, but ongoing engagement is low We provide regular pension communications and encourage active engagement Staff receive structured guidance and individual support to understand and optimise their position

Question 10 of 15Have you ever calculated, even informally, the cost to your charity of staff financial stress (lost time, absence, turnover)?

This has never been considered or discussed We know it is a cost but have not attempted to quantify it We have made rough estimates and believe the cost is significant We have formally measured the cost and use this to inform investment in staff support

Section 03 of 03

Wellbeing and Culture

Whether financial wellbeing has a strategic place in how your charity operates, and how senior leadership engages with the topic.

Question 11 of 15Is financial wellbeing actively discussed and prioritised as part of your people strategy?

Financial wellbeing is not part of our people strategy It is acknowledged occasionally but has no formal place in our strategy It is on our agenda and beginning to be embedded in our people approach Financial wellbeing is central to our people strategy and championed by senior leadership

Question 12 of 15How engaged are your CEO and senior team in financial wellbeing, not just supportive but actively involved?

There is no awareness or appetite at senior level on this topic Some leaders are personally aware but it is not a priority Leadership is supportive and beginning to connect it to mission delivery There is a senior champion and financial wellbeing is treated as part of how we deliver impact

Question 13 of 15What is your current retention picture, and to what degree do you think financial pressure is contributing to staff loss?

Turnover is high and we have not explored the connection to financial pressure We suspect financial pressure contributes but have not acted on it We are actively addressing the link between financial stress and retention Retention is strong and financial wellbeing is a recognised part of why people stay

Question 14 of 15Do you report on staff wellbeing to your trustees or major funders in any structured way?

We do not report on staff wellbeing to trustees or funders We mention it occasionally but not with structured metrics We include some wellbeing data in trustee reporting Staff wellbeing is reported regularly with clear metrics suitable for trustees and funders

Question 15 of 15What is your primary motivation for engaging with financial wellbeing in your team?

Regulatory or compliance pressure Recruitment, we need to strengthen our proposition to attract good people Retention, we are losing valued staff and want to understand why Mission and impact, we want to build an organisation where people can deliver their best work

One last step

Where should we send your results?

Your personalised report will be calculated immediately. Enter your details below to receive it.

Your details

First name *

Job title

Charity name *

Work email address *

Charity area

Number of staff

Your results will be calculated immediately and sent to your email address. Matthew Steiner at the Aetas Impact will receive a copy and may be in touch to discuss. All responses are treated in confidence.

Please answer all 15 questions and complete your name, charity name, and email before submitting.

out of 60

Benefits and Reward

0 / 20

Financial Education

0 / 20

Wellbeing and Culture

0 / 20

Your assessment

Recommended next steps

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How well is your charity doing on financial wellbeing?

Benefits and Reward

Financial Education and Guidance

Wellbeing and Culture

Where should we send your results?

Benefits and Reward

Financial Education

Wellbeing and Culture

Your assessment

Recommended next steps

Ready to take the next step?

Book an Impact Review