New Audit Intake | ICROE Audit System

Client Information

Primary contact and company details

Organization / Business Name*

Client Contact*

Client Email*

Industry*

Operational Data

Current tooling and bottlenecks

Tools in Use

List current software, platforms, and manual processes

Pain Points Named

Key frustrations or inefficiencies the client described

Business Metrics

Quantitative impact and growth targets

Weekly Hours Lost

Estimated hours lost to inefficiency per week

Hourly Staff Cost*

Average hourly staff cost including salary and benefits — used for ROI calculations

Avg Project Value*

In dollars — used for ROI calculations

Missed Opps Per Week

Headcount

Growth Goal

What does the client want to achieve?

Documentation & Clarity

For each statement, how true is this today?

Written, standardized procedures exist for our core service delivery*

Those procedures are stored in one accessible, version-controlled location*

A defined onboarding document/process exists for new staff*

Our core intake/data-entry is digital, not paper-based*

Reliance on institutional knowledge held by specific individuals rather than written documentation*

Data Infrastructure

Systems of record, reporting, and data sharing

We have a single, clearly designated system of record for participant/client data, with no competing or overlapping systems performing the same function*

Centralized reporting/dashboard exists across programs (not manually compiled per program)*

Do your core systems (CRM/case management, financial, program data) share data automatically, or is data manually re-entered between them?*

Workflow Automation

For each function, how automated is it today?

Referral/intake routing is automated (not manual handoff)*

Approval workflows are automated (not email-based)*

Status/follow-up reminders are automated*

Reporting is automatically generated (not manually compiled)*

Stakeholder Alignment

Leadership, coordination, handoffs, and visibility

Leadership has written, quantified strategic objective(s)*

Regular (at least monthly) cross-functional coordination occurs*

Handoffs between teams, programs, or project phases are tracked and standardized (not ad hoc)*

Frontline staff have visibility into organizational performance data, not just leadership*

Financial Sustainability

Funding plan and diversification

Documented Short-Term Financial Plan (1 Year)*

Documented Long-Term Financial Plan (3+ Years)*

Largest Customer / Revenue Source % of Total*

What percentage of total revenue comes from the single largest customer or revenue source

Distinct Customer / Revenue Sources*

How many distinct customer or material revenue sources the business relies on

Documented Operating Reserve / Liquidity Target*

Does the organization maintain a documented reserve or liquidity target and monitor performance against it?

Talent & Capacity

Staffing and training for the assessed function

Staff in Assessed Function*

How many staff are involved in the function being assessed

Staffing Level vs Workload*

Formal Staff Training in Past 12 Months*

More than one person can perform key operational functions generally*

Governance & Risk

Compliance and fairness mechanisms

Bias / Fairness Check Mechanism*

Does the organization have any mechanism to check if decisions or outcomes vary unfairly across different groups?

Compliance Key-Person Dependency*

Can more than one person perform the key compliance-critical functions?

A documented compliance/audit-trail process exists*

A dedicated grant/compliance management system is in place (not spread across generic tools)*

A written data privacy/access control policy exists*

Integrations & Context

Existing integrations and additional notes

QuickBooks Connected*

CRM System in Use*

Grant Management System

Name of system used to manage grants, or how grants are currently tracked without one

Additional Context