Ndoping & Co.
SSCS™ Diagnostic
For Nonprofits & Executive Directors

You have built something real — programs running, funders engaged, impact visible. This 3-minute diagnostic shows how much of it runs on you personally, and where to start to fix that.

How to score: for each statement choose 1 to 5 — 1 = not true at all, 3 = somewhat true, 5 = fully and consistently true. Answer about how things are today, not how you intend them to be.
1. StructureRoles, workflows, accountability
1.1Day-to-day decisions can be made at the right level without escalating to the Executive Director.
1.2Core programs and processes are documented well enough that a qualified person could run them.
1.3Staff roles and accountability are clearly defined in writing, not held together by relationships.
1.4New staff or volunteers can become functional through documented onboarding, not months of shadowing.
1.5If a key staff member left tomorrow, their job knowledge would stay in the organization.
2. StrategyDirection, priorities, decisions
2.1The organization has three clear strategic priorities for the year, and staff can name them.
2.2Each strategic priority has specific, measurable goals attached to it.
2.3Leadership uses a clear decision framework for what to say yes to and what to decline.
2.4The current strategic plan actively guides decisions; it is not sitting unused in a folder.
2.5Board, ED, and staff describe the organization direction in the same way.
3. CapacityDelegation, leader time, ownership
3.1The ED spends most of their time directing and leading, not personally doing operational work.
3.2Specific functions are genuinely owned by specific roles, not by the ED by default.
3.3There is a clear delegation framework: what is delegated, to whom, with what authority.
3.4Documented quality and delivery standards exist that any qualified person can meet.
3.5The ED can take a full week off without the organization degrading or contacting them.
4. StabilityMeasurement, governance, succession
4.1The organization measures real outcomes and impact, not just activities delivered.
4.2Leadership can name the few key indicators that show whether the organization is healthy.
4.3If a funder asked for clean impact data today, the organization could produce it without a scramble.
4.4The board is well-calibrated: actively engaged without overstepping into operations.
4.5A leadership transition could happen without becoming an organizational crisis.

Your result (updates as you go)

Structure0/25
Strategy0/25
Capacity0/25
Stability0/25

About you

Your answers go straight to Ndoping & Co. We follow up with a free 45-minute diagnostic conversation.
Ndoping & Co. Performance Consultants · SSCS™ Model: Structure · Strategy · Capacity · Stability
Ndoping & Co.
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For Nonprofits & Executive Directors
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