Chapter 1
Set the purpose
Distinguish voluntary community investment from a tender commitment or statutory duty.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Approve a purpose and non-purpose statement. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.
Chapter 2
Match skill to need
Choose competent contributions requested by a community partner.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Create role descriptions with time, skill and exclusion limits. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.
Chapter 3
Protect people
Address safeguarding, accessibility, expenses, insurance, data and supervision.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Run a pre-activity risk and safeguarding review. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.
Chapter 4
Connect to delivery
Where relevant, place commitments into mobilisation, ownership and contract reporting.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Translate the proposal into a dated delivery plan. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.
Chapter 5
Measure outcomes
Track participation, quality, beneficiary outputs and change without double counting.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Agree definitions and a baseline before activity starts. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.
Chapter 6
Account for carbon
Measure material travel and purchased resources using the current UK conversion factors.
Why this matters
A strong result begins with an explicit decision and a proportionate evidence boundary. Record what is known, what is reported by another party, what is inferred and what remains untested. This prevents enthusiasm, seniority or polished presentation from being mistaken for operating proof.
Do the work
Record activity data and factor version; report estimates as estimates. Name the owner, affected people, dependencies, risk and review date. Where another organisation or person is involved, confirm their role, permission and expectations rather than assuming agreement.
Review questions
- What decision will this evidence support?
- Whose experience, data or opinion is it?
- What could make the conclusion inaccurate or unsafe?
- What is the smallest useful next test?
- Who can challenge or approve the result?
Practical checkpoint
Do not move on because a document exists. Sample a real record, observe the process where possible and ask whether a capable third party could reproduce the reasoning. Record a proceed, change, pause or stop decision and the evidence behind it.