Rural Impact Assessment

An organizational diagnostic for rural leaders

This assessment takes approximately 10 to 15 minutes to complete. Your answers are confidential and used solely to prepare for our conversation. There are no right or wrong answers. The most useful results come from honest responses that reflect your organization as it actually operates today, not as you would like it to operate.

You will receive a preliminary Impact Score and profile at the end of this assessment. Reagan Lynch will review your full responses before your scheduled conversation.

Strategic Clarity
Funding Architecture
Compliance Posture
Organizational Capacity

About Your Organization

Organization Name *

Organization Type *

Your Name *

Your Title *

Email Address *

Phone Number (optional)

Domain 1 of 4

Strategic Clarity

These questions help us understand how clearly your organization sees its direction and how well that direction is reflected in your day-to-day decisions.

Q1Does your organization have a current written strategic plan?

Yes, it is current, actively used, and referenced in decision-making

Yes, but it is outdated or rarely referenced

We have something written but it does not function as a real guide

No written strategic plan exists

Q2How well does your leadership team share a common understanding of the organization's top three priorities for the next 12 months?

Complete alignment; leadership can articulate the same priorities without prompting

General agreement but some variation in how priorities are described or ranked

Partial alignment; different leaders would give meaningfully different answers

No shared priority framework exists

Q3When your organization faces a significant decision, how is that decision typically made?

Against documented strategic criteria with clear authority and a defined process

Through leadership discussion that generally reflects organizational direction

Case by case, without a consistent framework

Reactively, driven by whoever raises the issue loudest or most urgently

Q4How would you describe the current relationship between your strategic direction and your funding pursuits?

Funding pursuits are driven by strategic priorities; we pursue funding that serves our direction

Most funding pursuits align with strategy but some opportunistic applications happen

Funding pursuits are largely reactive; we apply when opportunities appear regardless of fit

There is no meaningful connection between strategy and funding decisions

Q5When did your organization last conduct a formal review of its mission, vision, and strategic direction with board, staff, and stakeholder involvement?

Within the last two years

Two to four years ago

More than four years ago

We have never conducted a formal review with board, staff, and stakeholder involvement

Q6How would you describe your organization's ability to execute on its stated priorities given current staff capacity?

Current capacity is sufficient to execute on priorities as stated

Capacity is stretched but priorities are achievable with focused effort

Priorities exceed current capacity; execution is inconsistent

Staff capacity is a significant barrier; most strategic priorities stall at implementation

Q7 In one or two sentences, what is the single most important thing your organization is trying to accomplish in the next 12 months?

Your answer is confidential and used only to prepare for our conversation.

Domain 2 of 4

Funding Architecture

These questions help us understand how your organization currently pursues and manages funding, and whether your funding approach is built for long-term sustainability.

Q8How would you describe your organization's current funding mix?

Diversified across multiple sources including government grants, foundation grants, earned revenue, and individual giving

Mostly diversified but with one source representing more than 50% of total revenue

Heavily dependent on one or two sources with limited diversification

Almost entirely dependent on a single funding source

Q9How does your organization identify new funding opportunities?

Through a systematic process using dedicated tools, regular research cycles, and a maintained prospect database

Through periodic research when a need arises or a staff member has time

Primarily through word of mouth, peer referrals, or forwarded announcements

Reactively, when a deadline is brought to our attention by someone outside the organization

Q10How would you describe your organization's grant application track record over the last two years?

Consistent success across multiple funders with a documented win rate

Mixed results with some wins but no clear pattern explaining the difference

Limited applications submitted; success has been inconsistent

Few or no applications submitted in the last two years

Q11Does your organization maintain a library of reusable narrative components such as organizational descriptions, program summaries, data statements, and budget narratives?

Yes, a maintained and current library that is used across all applications

Some reusable materials exist but they are scattered, outdated, or inconsistently used

We rewrite most content from scratch for each application

No reusable materials exist

Q12How well does your organization understand the federal registration and eligibility requirements for pursuing government grants or contracts?

Fully registered and compliant including active SAM.gov registration, UEI, and all applicable state registrations

Mostly in order but with some gaps we are aware of and working to address

Partially registered; we are uncertain whether all requirements are met

We have not pursued federal registration or are unsure of our current status

Q13How would you describe your organization's post-award grant management capacity?

Dedicated staff or systems handle reporting, drawdowns, and compliance documentation consistently

Post-award management happens but is handled reactively by staff wearing multiple hats

Post-award management is inconsistent; reporting is sometimes late or incomplete

Post-award management is a significant gap; we struggle to meet funder requirements after awards are received

Q14How far in advance does your organization typically begin preparing a grant application before the deadline?

60 days or more

30 to 59 days

14 to 29 days

Less than 14 days or when the deadline is imminent

Q15Which of the following best describes how your organization currently manages donor and constituent relationships?

A dedicated donor management or CRM system that is actively maintained and used by staff

A general-purpose tool such as a spreadsheet, QuickBooks, or a shared contact list

No formal system; donor information is stored inconsistently across staff or paper records

Donor relationship management is not currently a function our organization performs

Which system do you use?

Q16Which of the following fundraising methods does your organization currently use? (Select all that apply)

Direct mail appeals

Online giving page or donation button

Annual fundraising event

Major donor cultivation and solicitation

Foundation grant applications

Planned giving or legacy giving program

Corporate sponsorships

Crowdfunding

None of the above

Q17 What is the single biggest obstacle your organization faces in pursuing new funding opportunities?

Your answer is confidential and used only to prepare for our conversation.

Domain 3 of 4

Compliance Posture

These questions help us understand how well your organization is positioned to meet federal, state, and funder compliance requirements. There are no trick questions here. Honest answers produce the most useful results.

Some questions may not apply to your organization if you do not currently receive government funding. Answer based on your current situation.

Q18Does your organization have documented financial management policies and procedures covering areas such as procurement, cash handling, expense approval, and internal controls?

Yes, fully documented, current, and consistently followed by staff

Yes, documented but not consistently followed or in need of updating

Informal policies exist but nothing is formally written or adopted by the board

No financial management policies or procedures exist

Q19How would you describe your organization's familiarity with 2 CFR 200 Uniform Guidance requirements if you receive or plan to pursue federal funding?

Strong working knowledge; staff can apply requirements to procurement, reporting, and documentation without outside help

General awareness; we know the requirements exist but rely on outside guidance to apply them correctly

Limited familiarity; we are uncertain whether our current practices meet federal standards

No familiarity; we have not received federal funding or have not addressed these requirements

Q20When did your organization last conduct an internal review or mock audit of its grant files and financial documentation?

Within the last 12 months

One to two years ago

More than two years ago

We have never conducted an internal review or mock audit

Q21How current and complete are your organization's governance documents including bylaws, board policies, conflict of interest policy, and meeting minutes?

All documents are current, complete, and formally adopted within the last three years

Most documents are in order but one or more need updating or formal re-adoption

Documents exist but are significantly outdated or incomplete

Governance documents are missing, informal, or have never been formally adopted

Q22Has your organization received any audit findings, compliance concerns, or funder-initiated reviews in the last three years?

No findings or concerns of any kind

Minor findings that were resolved with a corrective action plan

Significant findings that required substantial corrective action

Active findings or unresolved compliance concerns currently in progress

Q23How would you describe your organization's records retention and documentation practices for grant-funded activities?

Consistent and organized; files are maintained in a structured system accessible to authorized staff

Generally adequate but inconsistent across programs or staff members

Reactive; documentation is gathered when needed rather than maintained systematically

Significant gaps; files are incomplete, disorganized, or inaccessible

Q24Does your organization have a current gift acceptance policy governing how charitable gifts including cash, securities, real property, and planned gifts are received and processed?

Yes, formally adopted by the board within the last three years and consistently applied

Yes, but it is outdated, incomplete, or not consistently applied

An informal practice exists but nothing is formally adopted

No gift acceptance policy exists

Q25 Is there a specific compliance area where your organization has concerns or knows it needs to improve? You do not need to go into detail; a brief description is sufficient.

This is confidential and used only to prepare for our conversation.

Domain 4 of 4

Organizational Capacity

These questions help us understand your organization's internal capacity to execute on its priorities. This includes your people, your systems, and the stability of your leadership and governance.

Q26How would you describe your organization's current staffing capacity relative to its workload?

Staffing is adequate; current responsibilities are manageable without consistent overload

Staffing is stretched; key functions are covered but staff regularly operate beyond sustainable capacity

Staffing is insufficient; important functions are delayed, dropped, or handled reactively

Staffing is critically inadequate; the organization is operating in sustained crisis mode

Q27How stable has your organization's senior leadership been over the last three years?

No unplanned leadership transitions; current leadership has been in place for at least two years with board support

One unplanned transition that was managed without significant disruption

Multiple transitions or one transition that caused meaningful organizational disruption

Leadership instability is an ongoing pattern or current concern

Q28How engaged and effective is your governing board in supporting the organization's strategic and financial direction?

Actively engaged; the board provides meaningful strategic guidance, financial oversight, and leadership support

Generally supportive but inconsistently engaged; some members carry disproportionate responsibility

Minimally engaged; the board fulfills basic governance requirements but provides limited active support

Disengaged or dysfunctional; board dynamics create friction rather than support

Q29How would you describe your organization's use of technology to support its core administrative functions including financial management, communications, and program tracking?

Current, appropriate tools are in place and consistently used by staff across core functions

Adequate tools exist but adoption is inconsistent or some functions rely on outdated systems

Technology use is fragmented; staff use different tools for the same functions or rely heavily on manual processes

Technology is a significant gap; core functions are managed through manual or informal processes that create risk

Q30How well documented are your organization's core operational processes including onboarding, grant management, financial reporting, and program delivery?

Fully documented in written procedures that are current, accessible, and followed by staff

Key processes are documented but coverage is incomplete or documentation is outdated

Documentation is minimal; most processes exist in institutional knowledge held by one or two people

Processes are undocumented; institutional knowledge is concentrated in a single person or is at risk of being lost

Q31How would you describe your organization's financial reserves and cash flow stability?

Reserves meet or exceed three months of operating expenses; cash flow is predictable and stable

Reserves exist but fall below three months; cash flow is generally manageable with occasional strain

Minimal reserves; the organization operates close to its financial floor with limited cushion

No meaningful reserves; the organization is financially vulnerable to any unexpected disruption

Q32How confident are you that your organization could successfully manage a significant new grant or contract award given your current administrative capacity?

Confident; current systems and staff could absorb a major new award without significant strain

Cautiously optimistic; we could manage but it would require reprioritizing existing responsibilities

Uncertain; a major new award would create real administrative strain and risk

Not confident; current capacity could not reliably manage a significant new award without outside support

Q33 What is the single greatest internal challenge your organization faces right now, regardless of whether it is related to the questions above?

This is the most important question in the assessment. Please take a moment to answer honestly. Your response is confidential.

Final Questions

Q34 What prompted you to seek outside advisory support at this time?

Your responses are confidential and submitted securely. You will see your results immediately after submission.