The automated half of MakeHaven documents itself. The hand-run half doesn’t. 41 processes run as code, where the module is the description and cannot drift from what actually happens. But 105 still take a human at every step, and 80 of those have nothing written beyond scattered notes. Only 1 process in 187 has documentation a second person has actually worked from — which is the real gap, and it applies to the code too.
Five numbers, all of which should move over the next year.
The board's question — is change under control? — is this chart, tracked over time. One caution: track the count in flux (27), not the percentage. The inventory itself is still growing, so the ratio moves for reasons that have nothing to do with how much is actually changing.
Read the bars as three separate problems, not one: 27 processes need attention, 27 are in flux, and 14 are marked planned — intentions we have not started yet. Planned is not a failure, and keeping it out of the degraded count is what makes this chart fair to read.
The 27 processes that are not sitting still — what is mid-change, and what just landed and is still being watched.
The standing answer to "what are we working on, and what has just landed?" — 14 actively changing and 13 recently changed and being watched. This is the list to put in front of a board or staff meeting.
/tasks; extending it to members is gated on first building a way to certify who is competent to repair whateffort_hrs_month field this registry is missing — worth wiring the two together rather than estimating twicedegraded — a register has been started. Access is genuinely distributed (Pantheon with Terence and Yan, Chargebee/Stripe with Kate, Xero with the treasurer, Home Assistant with Vincent, Corey and Lior, Firebase under an org account, domain under org email) and everything is recoverable by taking control of the ED's work email. Finishing the started document closes the largest remaining bus-factor gap. A MakeHaven System and Data Access Agreement webform has also been capturing who holds what since May 2025 (21 submissions) — a better foundation than the draft document alone suggested./admin/education console — the half that survived the rollbackmakerspace_entrepreneur_dashboard. Member half was invisible (soft-launch block placed in the admin theme); fixed live 08-09asset_log_entry holds 117 records and members report faults that feed the KPIs, with a tool-quality report checking configuration. The earlier "did not get traction" note was historical. New concern from the data: logging has fallen off a cliff — roughly 29/month across April–June, then 5 in July and 3 so far in August. Either faults dropped or reporting did, and those need different responsesWhere effort pays best next, ranked by impact × how manual it still is. A prioritisation aid, not a verdict — staff hours is the column we do not have, and it is the one that would change this order most.
Ranked by impact × how manual it still is, scored out of 20. A prioritization aid, not a verdict — effort in staff hours is the column we do not yet have, and it is the one that would change this order most.
docs/ops/RENEWAL_CALENDAR.md.
Facilities & Equipmentdegraded — a register has been started. Access is genuinely distributed (Pantheon with Terence and Yan, Chargebee/Stripe with Kate, Xero with the treasurer, Home Assistant with Vincent, Corey and Lior, Firebase under an org account, domain under org email) and everything is recoverable by taking control of the ED's work email. Finishing the started document closes the largest remaining bus-factor gap. A MakeHaven System and Data Access Agreement webform has also been capturing who holds what since May 2025 (21 submissions) — a better foundation than the draft document alone suggested.
Platform & Meta/tasks; extending it to members is gated on first building a way to certify who is competent to repair what
Facilities & Equipmentwebform_10645 "Current Facilitator Application Update" shows two clear campaigns a year: Feb 2025 (40), Jul–Aug 2025 (33), Jan 2026 (31), Jul–Aug 2026 (38) — against 54 facilitators, roughly a 60–75 per cent response each cycle. The six-month term is real and is actually being run. What is missing is not the process but somewhere to put the answer: the coordinator profile has no term start or end field (availability, capacity, email, focus, hours, on-request, requirements, scheduled hours — and nothing else), which is the concrete reason renewal cannot be reminded, rostered or offboarded automatically. Two dead forms should be archived: webform_1680 "Current Facilitator Reapplication", last used Feb 2019, and webform_8242 "Facilitator Evaluation", last used Aug 2023. (Verified against the database, 2026-08-14)
Education & Instructionundefined: applicants apply and the director decides, with live availability published. Graduation remains undefined — nothing defines when a venture should move on
Entrepreneurshipinfo@ lands in a shared Google inbox answered mostly by Kate, and staff struggle to keep up with the volume
Outreach & Recruitmentcivicrm_value_funding_7 holds 46 records; 6 have 2026 due dates and 5 of those 6 carry a submitted link. So roughly five grants were submitted this year, not zero. The win ratio KPI is fine (12 won of 34 decided = 35%, reported 32%), so this is one broken metric, not a broken dashboard. The pipeline has no submitted status at all — it runs researching → waiting → won/lost/abandoned — so "submitted" is inferred from a link field and the period is keyed off the due date. That inference is what fails
Development & Fundraisingasset_log_entry holds 117 records and members report faults that feed the KPIs, with a tool-quality report checking configuration. The earlier "did not get traction" note was historical. New concern from the data: logging has fallen off a cliff — roughly 29/month across April–June, then 5 in July and 3 so far in August. Either faults dropped or reporting did, and those need different responses
Facilities & Equipment/admin/education console — the half that survived the rollback
Education & Instructioneffort_hrs_month field this registry is missing — worth wiring the two together rather than estimating twice
Governance & Peoplefield_member_goal — inventor / entrepreneur / seller. 46% of new members identify this way
Entrepreneurshipmakerspace_entrepreneur_dashboard. Member half was invisible (soft-launch block placed in the admin theme); fixed live 08-09
EntrepreneurshipThe ranking above is arithmetic — impact multiplied by how manual something still is. It cannot know what staff have noticed. These 4 were flagged by a person, and that is a different and often better signal.
The full reference. If the Auto, Doc and Impact columns are unfamiliar, the scoring key comes first.
Three axes, defined tightly enough that two people should land on the same number. If they don't, the fix is the wording of the scale — not the score.
Code counts as documentation. An earlier version of this scale filed code alongside Slack threads at D1, which scored our best-described processes as though nobody had written anything. A maintained module is a better description than most SOPs: it is precise, and it cannot drift from what actually happens, because it is what happens.
So any process that runs as code — A4 or above — is floored at D2: the implementation is the current description. 25 processes are raised by this rule. It applies only from A4; at A3 and below a human still drives steps the code does not capture, so the tooling does not describe the whole process.
What code does not earn is D3. That still takes a second person working from it unaided — and by that test the codebase is as unproven as the paperwork.
The gap that matters most is A4 → A5. The door-sync integration was down for a month before anyone noticed; a calendar webhook dropped three months of activity records silently. Both were A4 processes everyone believed were A5. "Runs itself" and "tells us when it stops" are different products.
All 187 rows, grouped operationally and mapped to the strategic plan's six goals. ? means genuinely unknown — please do not guess it in review, ask the person who does it. Owners are omitted throughout because we do not have any; assigning them is the biggest single improvement still available here.
1 worst on that axis — A1 tribal, D0 nothing written, I5 safety or legal 2 second worst Colour marks a deficit only, so it means the same thing in all three columns.
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Instructor recruitment funnel | 3 | 1 | 3 | degraded | Menu consolidation shipped 08-12, reverted 08-13 after staff objection. No CiviCRM link on instructor interestStrategyDiverse Instructors and Inclusive Marketing — scaling next |
| Instructor proposal review | 3 | 1 | 3 | watch | /admin/education console — the half that survived the rollback |
| Instructor agreement signing | 2 | 1 | 3 | changing | Now staff-sent; orientation video + quiz switched off. 2 quiz questions contradict our own docsDocsInstructor Agreement |
| Instructor interest acknowledgement | 1 | 0 | 3 | degraded | Ack email never worked, across 129 submissions |
| Instructor development & peer observation | 1 | 0 | 3 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyInstructor Development and Diversity Pipeline — building next |
| Instructor evaluation & coaching | 2 | 1 | 3 | degraded | The education manager reviews evaluations as they arrive, but JR: "we can do much better to aggregate, and actually to get people to do the evaluations." Both halves — response rate and trend analysis — are weakStrategyQuality Assurance and Continuous Improvement — planning next |
| Class scheduling & publishing | 2 | 1 | 4 | changing | The education manager engages a contractor who schedules. JR has self-serve scheduling in the pipeline, particularly for repeat instructorsStrategyData-Driven and Automated Learning Systems — building nextDocsClass Proposal Form |
| Class registration | 4 | ? | 4 | stable | CiviCRM |
| Class promotion / seat fill | 4 | 2 | 3 | watch | Targeted empty-seats email still unbuiltStrategyPersonalized Engagement Tools — building next |
| Event capacity marketing | 4 | 2 | 2 | stable | Early Bird / Flash SaleCodemakehaven_event_capacity |
| Class evaluation collection | 4 | 2 | 2 | watch | Applied live 08-11. NPS 76.4 but plan notes "low response rate for number of potential respondents"DocsWorkshop Evaluation |
| Workshop fill-rate management | 3 | 1 | 4 | stable | The education manager watches fill rates; undersubscribed classes get automatic promotion in the newsletter, with automatic discounting intended later. 55% weighted fill against an 80% goal. |
| Instructor stipend payment | 4 | 2 | 3 | stable | Better automated than assumed. Instructors submit hours on the instructor dashboard after class; those import to Xero/Melio and staff approve. JR: still being refined, but workingDocsInstructor Agreement |
| GEMS cohort management | 2 | 1 | 3 | stable | Running now, with details in the event listingStrategyGEMs and Introductory Program Expansion — scaling next |
| Badge quiz authoring | 2 | 1 | 3 | stable | Mostly written by the shop manager, with a badge-quality report used to find problems — and acknowledged work to do thereRaisedStaff, 2026-08-14 — part of the badge-earning flow, which staff see as a major driver of retention and a strong candidate for review soonCodeassign_badge_from_quiz · quiz_notificationsDocsBadge quality report (staff) · Tool Orientation Checklists |
| Badge grant from quiz | 4 | 2 | 4 | stable | Auto-grants at 100%RaisedStaff, 2026-08-14 — part of the badge-earning flow, which staff see as a major driver of retention and a strong candidate for review soonCodeassign_badge_from_quizStrategyDigital Badging and Workforce Pathways — scaling next |
| Badge checkout appointment | 4 | 2 | 4 | stable | 60-min regression fixed 07-14RaisedStaff, 2026-08-14 — part of the badge-earning flow, which staff see as a major driver of retention and a strong candidate for review soon |
| Facilitator scheduling | 4 | 2 | 3 | stable | Codefacilitator_api · facilitator_displayDocsFacilitator Training |
| Facilitator 6-month renewal | 2 | 1 | 3 | stable | It runs, and the data proves the cadence. webform_10645 "Current Facilitator Application Update" shows two clear campaigns a year: Feb 2025 (40), Jul–Aug 2025 (33), Jan 2026 (31), Jul–Aug 2026 (38) — against 54 facilitators, roughly a 60–75 per cent response each cycle. The six-month term is real and is actually being run. What is missing is not the process but somewhere to put the answer: the coordinator profile has no term start or end field (availability, capacity, email, focus, hours, on-request, requirements, scheduled hours — and nothing else), which is the concrete reason renewal cannot be reminded, rostered or offboarded automatically. Two dead forms should be archived: webform_1680 "Current Facilitator Reapplication", last used Feb 2019, and webform_8242 "Facilitator Evaluation", last used Aug 2023. (Verified against the database, 2026-08-14)StrategyVolunteer Pathways and Member Committees — scaling nextDocsCommunity Facilitator Program · Facilitator Training |
| On-request badger matching | 3 | 1 | 2 | stable | Shipped 08-02Codeappointment_on_request |
| Youth & school custodial partnerships | 2 | 2 | 5 | stable | Materially lower risk than v3 assumed. Minors attend as guests of their own guardians, or through school partnerships where the school's instructor supervises — MakeHaven is not the custodian. Youth safety policies are published. Standards module B still applies, but the screening burden largely sits with partnersStrategyYouth and School Collaboration — scaling nextDocsYouth safety policies · TurnBridge Youth Access MOU · BOE Sewing Program MOU |
| Peer benchmarking (annual) | 1 | 0 | 2 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyQuality Assurance and Continuous Improvement — planning next |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Entrepreneur goal capture at signup | 4 | 2 | 3 | stable | field_member_goal — inventor / entrepreneur / seller. 46% of new members identify this way |
| Entrepreneur dashboard & nudges | 4 | 2 | 2 | watch | makerspace_entrepreneur_dashboard. Member half was invisible (soft-launch block placed in the admin theme); fixed live 08-09Codemakerspace_entrepreneur_dashboard |
| Entrepreneurship AI support assistant | 4 | 2 | 2 | stable | Early, experimental, explicitly non-critical and optional per JR. Worth watching against the tool-chatbot precedent rather than investing further yetCodemakerspace_ai_entrepreneur_support |
| Nexus platform bridge | 3 | 1 | 2 | stable | Experimental and used at a very light level, with hopes for future development. Members ticking entrepreneur goals should be invited into Nexus, but that path is underdeveloped and underusedCodeentrepreneur_nexus_bridge |
| Incubator workspace intake & graduation | 2 | 1 | 3 | stable | Intake corrected from undefined: applicants apply and the director decides, with live availability published. Graduation remains undefined — nothing defines when a venture should move onStrategyIncubator Workspace Program — scaling nextDocsWorkspaces |
| Entrepreneurship milestone tracking | 1 | 0 | 3 | planned | Not started. Signup goal data is used for grant reporting and occasional outreach filtering, but no milestone tracking exists.StrategyMetrics and Ecosystem Tracking — building next |
| Mentor & advisor matching | 1 | 0 | 3 | planned | Tried and abandoned: "it just did not work well, we would need to do redesign from ground up." A prior attempt exists as evidence, so any restart should begin from why it failed.StrategyEntrepreneurship Coordination and Network Building — scaling next |
| Entrepreneurship events programming | 2 | 0 | 3 | degraded | 23 participants against a 300 goal. The gap is 13×StrategyEntrepreneurship Events and Community Education — scaling next |
| Cohort programs (Ecolab-style) | 1 | 0 | 3 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyCohort-Based Entrepreneurship Programs — planning next |
| "Made at MakeHaven" marketplace | 1 | 0 | 2 | stable | Runs at a very light level: a Slack channel where members share design files. Nothing resembling the retail or pop-up presence in the strategic plan.StrategyMaker Marketplace and Retail Presence — planning next |
| Ecosystem partner data alignment | 1 | 0 | 2 | planned | Actively being worked on — shared data standards with ClimateHaven, Collab and the Community Foundation.StrategyMakerspace Network Integration and Collaboration — scaling next |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Tool acquisition & commissioning | 2 | 1 | 3 | stable | Budget first, then the member wishlist, then consultation with area experts; final call sits with the shop manager and executive directorDocsAsset inventory · Asset Disposal Policy · Wishes |
| Tool downtime & repair tracking | 3 | 1 | 4 | watch | Major correction — v2 and v3 called this a failed attempt; it is live. asset_log_entry holds 117 records and members report faults that feed the KPIs, with a tool-quality report checking configuration. The earlier "did not get traction" note was historical. New concern from the data: logging has fallen off a cliff — roughly 29/month across April–June, then 5 in July and 3 so far in August. Either faults dropped or reporting did, and those need different responsesDocsAsset maintenance queue (staff) · Tool quality report (staff) |
| Preventive maintenance schedule | 2 | 1 | 4 | changing | The shop manager keeps a spreadsheet of recurring tasks for the shop tech. Intent is to formalise it into /tasks; extending it to members is gated on first building a way to certify who is competent to repair whatStrategyTool Maintenance and Replacement Planning — building next |
| Equipment depreciation & replacement planning | 2 | 1 | 3 | degraded | Currently driven by the CPA, not by us. Once a year they ask what was acquired over $1,000 and what was disposed of. Additions are recorded in the site's equipment inventory. JR wants this connected to actual asset lifetimes so replacement is forecast rather than discovered.StrategyTool Maintenance and Replacement Planning — building nextDocsAsset inventory |
| Shop budget adherence | 2 | 1 | 3 | stable | A shop budget line exists; the shop manager works within it and the executive director and finance committee monitor. |
| Consumable restock | 3 | 1 | 2 | stable | Store material pages let members flag an item as out; QR codes in the space feed a webform to the operations manager; store inventory has reorder thresholds. Remaining gap: the free supplies out in the space have no system at all |
| Physical inventory count | 4 | 2 | 3 | stable | Used every month; JR reports staff like it and consider it well developedDocsAsset inventory |
| 24/7 self-access operation | 4 | 2 | 2 | stable | Reframed — there is no opening or closing. The space is 24/7 and unstaffed, with RFID access and the rules carried by the membership agreement. Standards S017 still wants explicit lone-work and after-hours protocols, which is a narrower ask than "document open and close"DocsMembership agreement |
| Cleaning & shop upkeep | 2 | 2 | 2 | stable | Contracted to a member under a signed contractDocsWoodshop Dust Mitigation |
| Building maintenance & landlord liaison | 2 | 1 | 4 | stable | Better than v4 implied. The landlord, Steven Bernblum, is himself a MakeHaven member; contact is by direct phone or text, by email, or through the ManageBuilding portal. Shop manager leads and the executive director escalates. The friction is responsiveness — a request typically needs a text and a reminder or two — not a missing channel.DocsManageBuilding portal · Landlord (member profile) |
| Safety program review & drills | 2 | 2 | 5 | stable | The Safety Program Summary plus tool hazard levels are the core, with the rest embedded in the badging system and the membership agreement. Emergency drills remain unaddressed — Standards S011/S019 want them plus a trend reviewStrategyComprehensive Safety Program — refining nextDocsSafety Program Summary · Hazard Bands · Safety Signage |
| Incident & near-miss reporting | 2 | 2 | 5 | stable | Corrected twice. Not undefined and not degraded: the Safety & Accessibility committee reviews submissions quarterly, and reports reach a standing list of staff and volunteers. Real gaps are narrower — paper forms are re-keyed into the online form by hand, and the reporter is never told what happenedDocsReport form · Safety Program Summary · Emergency resources |
| Accessibility / ADA audit | 2 | 1 | 4 | stable | A second annual walk-through by the same committee covers accessibility. JR: the audit happens, but there is no defined review-and-improvement loop after itStrategyAccessibility and Inclusive Design — scaling next |
| Insurance / lease / compliance renewals | 2 | 2 | 5 | stable | Now fully documented — the single biggest bus-factor win of this exercise. Nine recurring items across insurance (General Liability + Umbrella in February, D&O in April, Workers' Comp in October, all through Wellstone), the 770 Chapel St lease, and compliance filings (CT annual report in March, CPA review April–June, Form 990 extended to November, CT charitable solicitation, board COI disclosures in July). Every one is still triggered by an inbound email rather than a calendar, which is how the 990 was late in 2025. Written up in full at docs/ops/RENEWAL_CALENDAR.md. |
| Sustainable operations practices | 1 | 0 | 2 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategySustainable Operations Practices — planning next |
| Chemical inventory & SDS access | 2 | 2 | 5 | stable | Dedicated flammables cabinets, a printed SDS binder for commonly-used chemicals, a published air-quality usage policy, and air monitors verifying conditions. JR notes the binder is due a reviewDocsAir quality policy |
| Lockout / tagout of unsafe equipment | 3 | 1 | 5 | stable | Anyone may place a warning sign; staff apply physical cord locks; every tool page carries a report-issue button. Remote lockout is designed but blocked on tool access control being fixed |
| Routine shop inspection walk-through | 2 | 1 | 4 | stable | The Safety & Accessibility committee walks the shop once a year for general safety |
| Hazardous & material waste disposal | 2 | 2 | 4 | stable | It is a stated policy, not an oversight. The membership agreement places responsibility on members to remove what they bring in. Standards S020 still expects an organisation-side procedure for anything generated by our own operations.DocsMembership agreement |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Door access control (building entry) | 4 | 2 | 5 | degraded | Works day to day, but every badge tap depends on Drupal being reachable — "when the website is down or the internet is out, nothing opens. We have repeatedly hit this failure mode." The local-primary rearchitecture is drafted (2026-04-14) and pre-implementation. Instructors on billing pause were silently refused at the door until 08-14Codeaccess_request · access_unifi_bridge · unifi_access_syncStrategySecure and Collaborative Digital Infrastructure — building nextDocsAccess Control Documentation |
| Tool access control (interlocks) | 2 | 1 | 5 | degraded | The most consequential finding in the registry. The microcontroller locks up after a couple of days and the bug has not been found. The workaround — trusting members to use only tools they have been signed off on — has been the operating reality for almost two years. So tool authorisation is currently a social control, not a technical one, and the remote-lockout capability that would take an unsafe tool out of service depends on the same system.DocsAccess Control Documentation · Hardware repo · Tool Orientation Checklists · CNC Use Policy |
| Access-control hardware operations | 4 | 2 | 5 | stable | Home-built ESP32 plus Home Assistant. Vincent, Corey and Lior hold the knowledge, and a documentation site is linked from the GitHub repository in the MakeHaven org account — GitHub has been the key recovery tool more than once. UniFi Access is an add-on to this, not a parallel system.Codeaccess_control_api_logger · access_unifi_bridgeDocsAccess Control Hardware · System in action (video) |
| Event visitor passes | 4 | 2 | 2 | stable | QR / PIN for registrants, via the UniFi add-onCodeevent_access_unifi |
| Access request approval | 3 | 1 | 3 | stable | Codeaccess_request |
| Guest & waiver handling | 3 | 1 | 5 | stable | A guest signs the waiver, it is stored in the system, and they are offered the option to join the email list. JR believes this works. That is the whole process — there is no follow-up sequence, which is the likeliest explanation for 2.4% conversion against a 5% goal on 218 waivers a year.DocsWaivers |
| Tool issue reporting | 4 | 2 | 3 | stable | Webform to Slack |
| Tool status communication | 4 | 2 | 3 | stable | Codeasset_status · slack_asset_status_change |
| API endpoint security | 3 | 2 | 5 | degraded | Open critical finding: unauthenticated endpoint exposing door and member data |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Borrower onboarding | 4 | 2 | 2 | stable | Role assigned on webform submissionCodelending_library_borrower_role |
| Loan checkout | 4 | 2 | 3 | stable | Module carries its own docsCodelending_library |
| Loan return | 4 | 2 | 3 | stable | Codelending_library |
| Overdue late fee | 4 | 2 | 4 | watch | Real double charges 08-10. Fix staged; refunds pending on 3 members |
| Damage deposit | 3 | 1 | 3 | stable | |
| Battery tracking | 3 | 1 | 2 | stable | |
| Missing / lost item handling | 3 | 0 | 3 | degraded | Marking an on-loan item missing silently closes the loan and orphans the battery |
| Item repair & retirement | 2 | 1 | 2 | stable | A broken library item is removed from circulation. JR's intent is for lending fees to eventually fund replacement, which they do not today. |
| Librarian role administration | ? | 0 | 2 | degraded | Granting a new librarian has been open for weeks |
| Lending budget review | 3 | 1 | 2 | stable | |
| Storage assignment | 3 | 1 | 3 | stable | DocsStorage Policy · Storage ticketing |
| Storage billing | 2 | 1 | 4 | degraded | Worse than v4 recorded. A re-audit against live Stripe on 2026-08-14 found 24 active assignments, roughly $565/month uncollected — not the 7 and ~$225 previously logged. Seven were never linked and seventeen point at dead, cancelled or expired subscriptions. This is ongoing rather than legacy (two failed this week) and the root cause is that nothing feeds subscription state back: there is no webhook or cron reconciliation and the status field was never created. No member has been over-billed. |
| Store purchase | 3 | 1 | 3 | stable | Half the PayPal buttons are hardcoded in a view, not the module |
| Store member tab collection | 4 | 2 | 3 | watch | Pilot live 08-03; live key lacks a write scope so default-promotion no-opsCodemakerspace_material_store |
| Store inventory restock & reorder | 3 | 1 | 2 | stable | Some materials priced at $0.01/unit — any unit cap becomes a silent spend limit |
| Line-of-business profitability review | 2 | 1 | 4 | stable | The finance committee has actually done this, breaking results down by line of business. It is laborious, and work is ongoing to make Xero produce it more directly.StrategyProgram and Product Line Monitoring — refining next |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Join / signup flow | 3 | 2 | 4 | changing | UX overhaul staged across four repos, deploy pendingStrategyWebsite and Onboarding Optimization — refining nextDocsNew Member procedure · Membership Agreement |
| Email validation at signup | 1 | 0 | 3 | degraded | Typo'd addresses create a contact with no account. Sitewide scope unmeasured |
| Payment setup | 4 | 2 | 4 | stable | Chargebee portalCodechargebee_portal |
| Membership status sync | 4 | 2 | 4 | stable | Webhook to roles and fieldsCodechargebee_status_sync |
| Dunning / payment recovery | 3 | 2 | 4 | stable | Phase 1 shipped 04-21 |
| Cancellation & offboarding | 4 | 2 | 3 | stable | This is one of the better-automated flows we have. Member cancels in Chargebee; the sync module removes the member role, which removes door access; the cancellation reason is captured and synced to Drupal/CiviCRM. A failed payment routes to dunning and then the member-success queue insteadDocsMember success dashboard (staff) |
| Member conduct & discipline | 2 | 2 | 5 | stable | The executive director decides, following a written guide. The member may appeal to the board chair, who either lets the decision stand or takes it to the board to consider overruling. Low volume, clear escalation path; the weak point is that records live in a spreadsheet rather than the CRM.DocsMember warning · Member termination · Discipline guide |
| Exit survey & ending-reason capture | 4 | 2 | 4 | stable | Reason is captured at cancellation in Chargebee and flows through to the profile, so it is automatic rather than a survey anyone has to chase |
| Rejoin / recapture campaign | 2 | 0 | 3 | stable | Runs: a contractor does outreach and rejoin buttons exist in the product. What has not happened recently is any larger marketing push to lapsed members.StrategyPriority · Rejoin and Recapture Pathways — planning next |
| Comped / sliding-scale / sponsored memberships | 4 | 2 | 3 | stable | Applicants self-certify on the join form with an online signature — no approval queue by designStrategySliding Scale Scholarships and Financial Flexibility — refining nextDocsScholarship application · Pricing Policy |
| Stripe customer linkage | 2 | 1 | 3 | degraded | 656 unlinked; field only written by manual backfillsCodemh_stripe |
| Membership pricing review | 2 | 2 | 4 | stable | Board policy sets an annual inflation-linked default; the executive director holds the authority to apply itStrategySustainable and Equitable Membership Revenue — scaling nextDocsPricing Policy |
| Workspace rental agreement | 4 | 2 | 3 | watch | Signing flow live 07-29; retire gate live 08-12Codeworkspace_rentalDocsWorkspace Use Agreement (link broken in source) · Workspaces |
| Workspace rental billing | 2 | 1 | 3 | stable | And verified: 14 of 15 workspaces now carry a price — Kate filled them. Many tenants are paying, invoiced through Xero today, with migration to the in-product system intended later.Codeworkspace_rentalDocsWorkspaces |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Onboarding nudge / stalled-join recovery | 4 | 2 | 3 | watch | Live 08-11. Efficacy unproven — before widening, 0 of 5 nudged progressedStrategyPriority · Structured Onboarding and Early Engagement — refining next |
| Orientation scheduling | 3 | 1 | 3 | stable | Calendly. A webhook outage lost Apr–Jun records; orientations never backfilledDocsOrientation video / process |
| First-badge-in-28-days promotion | 3 | 1 | 4 | degraded | Measured but not managed — JR: "now just measured and we work against it." 67% against an 80% goal. Current experiment: sending a free GEMS course to members who appear stuck.RaisedStaff, 2026-08-14 — part of the badge-earning flow, which staff see as a major driver of retention and a strong candidate for review soon |
| Interest capture + Slack invite | 4 | 2 | 2 | watch | Live 08-07 |
| Member success outreach queue | 3 | 2 | 3 | stable | Codemakerspace_member_success |
| At-risk early-warning detection | 4 | 2 | 4 | stable | Year 1 list marks this "(done, improve?)" — the one strategy already builtStrategyPriority · Early Engagement Monitoring — building next |
| Retention intervention tracking | 3 | 1 | 3 | stable | A contractor works the at-risk queue using member-success module data. Whether interventions actually change outcomes is charted but not, as far as we can tell, acted on.StrategyData-Driven Retention Tracking — building next |
| New-member 3-month survey | 1 | 0 | 3 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process. |
| New-member gatherings & peer intros | 2 | 1 | 2 | stable | Split result. Social events and meetups genuinely happen and are frequent. The mentorship programme fell apart and is dormant — that half is the gap, not the social halfStrategyNew Member Gatherings and Peer Introductions — building next |
| Interest-based member groups | 1 | 0 | 2 | stable | Runs loosely through Slack channels and meetups rather than as a supported programme with stipends.Codeinterests_civi_bridgeStrategyInterest-Based Groups — scaling next |
| Member recognition & awards | 1 | 0 | 2 | changing | In the works, and has been for a long time — the awards concept keeps being picked up and put down.StrategyCommunity Events and Member Recognition — scaling next |
| NPS & satisfaction survey | 2 | 1 | 3 | stable | Member surveys carrying NPS have run for years. JR wants the process integrated into the site and automatic rather than periodic and manual — and flags it as something to check back in onDocs2023 Member Survey |
| Community Wishlist | 4 | 2 | 2 | stable | It exists and runs. Members submit and vote; it also feeds the tool-acquisition process as the step after budgetStrategyTransparency Feedback and Dashboards — building nextDocsWishes |
| Deferred profile field capture | 1 | 0 | 2 | degraded | Bio and discovery at 0% capture; 14% of members cannot save the form |
| Member feedback triage | 3 | 2 | 3 | stable | A well-documented A3 — worth copying as a patternStrategyCentralized Feedback and Engagement System — refining next |
| Quarterly close-the-loop reporting | 1 | 0 | 3 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyCulture of Listening and Recognition — scaling next |
| Year in review | 4 | 2 | 1 | stable | Codemakerspace_member_year_review |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Tour booking & delivery | 3 | 1 | 4 | stable | All staff sit on a published tour schedule. JR is considering moving tours to a volunteer corps, which would change both the capacity and the training needDocsTour booking |
| Tour follow-up & conversion | 2 | 1 | 4 | degraded | Conversion-Focused Marketing and Follow-Ups wants automated personalised follow-up. Currently manual or absent |
| Guest waiver → member conversion | 1 | 0 | 3 | degraded | 2.4% against a 5% goal on 218 waivers. No defined follow-up at all |
| Workshop participant → member conversion | 2 | 0 | 4 | degraded | JR: it should send an email and re-invite attendees, but that needs verifying and is undeveloped either way. 6.4% conversion against a 10% goal, and the strategic plan carries its own note that this is not properly measured.StrategyConversion-Focused Marketing and Follow-Ups — planning next |
| Discovery source capture | 3 | 1 | 2 | stable | "How you heard" is collected and discussed in the outreach and marketing committee. Self-reported, so treated as directional rather than reliable. |
| Referral / bring-a-friend | 2 | 1 | 3 | degraded | It runs, but by hand. Members do refer; JR names it explicitly as an area for technical process improvementStrategyMember Referral and Ambassador Programs — scaling nextDocsReferral program |
| Ambassador program | 1 | 0 | 3 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyMember Referral and Ambassador Programs — scaling next |
| Community tabling & partner events | 2 | 0 | 2 | stable | Confirmed running.StrategyCommunity Tabling and Partner Events — scaling next |
| Community partnership development | 2 | 0 | 3 | stable | Confirmed running, though without a defined pipeline or count.StrategyPartner Outreach and Sponsored Access Programs — planning next |
| Media relations & press kit | 1 | 0 | 2 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyEarned Media and Public Relations — planning next |
| Neighborhood & postcard campaigns | 2 | 1 | 2 | stable | Run as experiments rather than on a schedule — planned ad hoc rather than triggered.StrategyPriority · Neighborhood Apartment and Regional Outreach — planning next |
| Paid digital advertising & retargeting | 1 | 2 | 3 | changing | 250 hrs budgeted. Ad Grant campaign launch-ready, blocked on account accessStrategyPaid Digital Advertising and Retargeting — planning next |
| Lead / inquiry handling | 2 | 1 | 3 | degraded | info@ lands in a shared Google inbox answered mostly by Kate, and staff struggle to keep up with the volume |
| Member phonebank campaigns | 3 | 1 | 3 | stable | Used once for a fundraising experiment, well received, and planned for the next phonathon. Occasional-use by design rather than neglected |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Weekly digest | 4 | 2 | 3 | watch | Clean at 886/886. Two staged batches must ship before the next Wednesday sendCodemakerspace_digest_scheduler |
| Monthly newsletter | 2 | 1 | 3 | changing | Mailchimp retirement in flight |
| Mailing list / smart group hygiene | 3 | 1 | 3 | degraded | Recurring failure: hand-fed feeder groups silently freeze. Three have needed repair |
| Slack announcements | 4 | 2 | 2 | stable | Tasks, events, asset status |
| Website content publishing | 2 | 0 | 2 | stable | Any staff member can publish; there is no editorial calendar. JR wants to step up blog and announcement output, which would also feed the developing automatic newsletter |
| SEO & analytics instrumentation | 4 | 2 | 2 | watch | Live 08-09. Tag wiring is implicit and fragile |
| Inbound phone & voicemail triage | 1 | 0 | 3 | degraded | JR: "this is a weak point." Calls go to a Google voicemail box that often sits unanswered for a long time because of staff capacity. This is the problem the Voicemail-Tool was built to solve; it is written and pre-launch, awaiting a Twilio number |
| Impact storytelling & member spotlights | 1 | 0 | 2 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process. |
| Annual report & impact reporting | 2 | 1 | 3 | stable | The annual member meeting is presented and recorded, and a PDF of that deck serves as the annual report when one is requested. Standards S060 wants finances, participation, outcomes and setbacks — worth checking the deck against that |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Contractor payment → Xero bill | 4 | 2 | 4 | changing | Duplicate-bill fix pushed, deploy pending. No real double-pays occurredCodexero_bills_sync |
| Vendor payment via Melio | 2 | 1 | 4 | degraded | The failure is visible in Xero if someone looks, and responsibility sits with the staff member who initiated the payment to their own contractor, per the procurement policy's budget-line ownership. There is no periodic sweep — detection depends on someone happening to check, which is how two payments sat undelivered.DocsProcurement policy |
| Stripe → Xero reconciliation | 3 | 2 | 4 | stable | Statements import into Xero, the bookkeeper matches receipts, and unresolved items are worked through in a standing session with the executive director. The known friction is unlabelled PaymentIntents, where the bank feed shows only a charge description and the income line has to be inferred. |
| Monthly financial close | 2 | 2 | 4 | stable | A contractor does data entry, the executive director handles the harder work, finance committee volunteers assist, and a CPA reviews and prepares the 990StrategyModern and Efficient Financial Infrastructure — refining next |
| Budget vs actual review | 2 | 2 | 4 | stable | The board approves an annual budget and receives regular budget-versus-actual reporting |
| Reserve fund management | 2 | 2 | 5 | stable | Governed by published financial and procurement policies, managed by the executive director. Reserve stands at 2.93 months against a 6-month goalStrategyPriority · Reserve Development and Investment Strategy — building nextDocsFinancial policies · Procurement policy |
| Annual external review / audit | 2 | 2 | 4 | stable | Completed last year; this year's documents are already with the reviewerStrategyPolicies Review and Audit Cycle — building nextDocsFiling requirements & procedures |
| Financial policy maintenance | 2 | 2 | 3 | stable | Both policies are published and currentStrategyPolicies Review and Audit Cycle — building nextDocsFinancial policies · Procurement policy |
| Financial dashboards & board briefings | 2 | 1 | 3 | stable | The executive director prepares the board packet from Xero, working documents and the KPI dashboardStrategyFinancial Dashboards and Transparency Tools — building next |
| Donation processing | 3 | 1 | 3 | stable | The acknowledgement procedure is followed. Some manual steps are deliberate — handwritten notes on cards — and JR sees room to automate acknowledgements for smaller donations while keeping the personal touch for larger ones.DocsDonation Acknowledgement Procedure |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Annual appeals (spring + year-end) | 2 | 1 | 4 | stable | Run by the Resource Development committee with Kate as staff leadStrategyTwo Annual Appeals — maintainingDocsFundraising Plan |
| Recurring giving program | 2 | 1 | 3 | stable | Owned by Kate with the resource development committee; 39 recurring donors against a 60 goal.StrategyRecurring Giving Program — refining next |
| Major donor LAI qualification & pipeline | 3 | 1 | 4 | changing | Sponsorship-Tool implements LAI scoring and a pipeline board; 3 tasks from doneStrategyPriority · LAI Qualification and Pipeline — scaling nextDocsLAI Scoring Sheet |
| Major donor stewardship cadence | 2 | 1 | 4 | stable | Staff steward major donors and the board is sometimes involved. JR: the system could be built out — cadence is not yet systematicStrategyStewardship Cadence — planning next |
| Corporate sponsorship solicitation & renewal | 2 | 2 | 4 | watch | Tier ladder + benefit matrix live 08-09; round 3 staged. $7,916 against a $25,000 goalStrategyPriority · Sponsorship Plan Materials and Recognition — building nextDocsSponsorship Levels · Example Sponsor Letter |
| Sponsor recognition & benefit fulfilment | 2 | 1 | 3 | stable | Kate leads, shared with the executive director for sponsor relationships.StrategySponsorship Program Leadership — building next |
| Grant pipeline & deadline tracking | 3 | 1 | 4 | stable | Major correction, now verified against the database. JR was right and the KPI is wrong. civicrm_value_funding_7 holds 46 records; 6 have 2026 due dates and 5 of those 6 carry a submitted link. So roughly five grants were submitted this year, not zero. The win ratio KPI is fine (12 won of 34 decided = 35%, reported 32%), so this is one broken metric, not a broken dashboard. The pipeline has no submitted status at all — it runs researching → waiting → won/lost/abandoned — so "submitted" is inferred from a link field and the period is keyed off the due date. That inference is what failsStrategyPriority · Integrated CRM and Calendar Tracking — scaling next |
| Grant outcome recording | 3 | 1 | 3 | stable | Recorded in CiviCRM by Kate and the executive director; win ratio 12 of 34 decided. |
| Donor data hygiene in CRM | 2 | 1 | 3 | stable | Kate owns donor data quality and does most of the checking, shared with the executive director for major donors and sponsors.StrategyCRM and Pipeline Management — building next |
| Case statement maintenance | 1 | 0 | 2 | planned | Confirmed by JR as an intention we have not started — a roadmap item, not a broken process.StrategyRotating Case Statements — planning next |
| Planned giving / bequest program | 1 | 0 | 2 | degraded | A page exists but there is no cultivation activity behind it — present in form, dormant in practice.StrategyPlanned Giving Quiet Build — planning next |
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Board recruitment matrix & sourcing | 2 | 1 | 4 | stable | A webform is sent to candidates to collect skills and demographic information, which feeds the matrix used to build the slate.StrategyStrategic Board Recruitment — maintainingDocsBoard Skill & Demographic Matrix · Board roster |
| Board nomination & election | 2 | 1 | 4 | stable | The governance committee discusses; nominations arrive through a website form; candidates are assessed against the skills matrix; the committee talks with the strongest, assembles a slate, and the board passes it.StrategyInclusive Nomination and Onboarding — maintaining |
| Board onboarding | 2 | 1 | 3 | stable | A new director receives a one-hour orientation presentation with Q&A.StrategyBoard Governance Development — building nextDocsBoard orientation slides · Expectations for Board Members |
| Board self-assessment (annual) | 2 | 1 | 3 | changing | In progress now via a board survey, after a long gapDocsBoard survey (staff) |
| Board & committee minutes retention | 2 | 1 | 4 | stable | Board meets quarterly plus committees; approved minutes retained in Google Drive. Candidate for Governance-Dance if that app is adoptedDocsBoard roster |
| Governance policy annual review | 2 | 2 | 5 | stable | Conflict-of-interest policy published; the policy set is indexed in the operations docStrategyGovernance Model and Policy Review — refining nextDocsConflict of interest · Operations index · Bylaws · Whistleblower Policy |
| Committee charters & effectiveness | 2 | 1 | 3 | stable | Correction: the DEI committee is active and meeting — v2's "no active members" is stale. Committee structure is published. Real remaining gap, in JR's words: no reliable way to track who is actually on each committee — the clearest use case for Governance-DanceDocsCommittee structure |
| Governance archive / institutional memory | 1 | 1 | 3 | planned | Partly served by Google Drive and the operations index today, but nothing purpose-built. JR wants something stronger — possibly Governance-Dance, possibly a dedicated continuity tool.StrategyKnowledge Transfer and Governance Archive — building next |
| Board officer & director succession | 2 | 2 | 4 | stable | Split out of the old succession row — and it turns out to be defined, in the bylaws. Section 2.4 covers director resignation, 2.5 removal, 2.6 vacancies (fillable by the directors at any meeting), and 3.7 officer resignation and removal. Officers serve one-year terms and "interim vacancies may be filled by the Board of Directors to serve until the next annual meeting". Directors serve staggered three-year terms with roughly a third expiring each year, so continuity is structural rather than ad hoc. (Verified against the bylaws, 2026-08-14)StrategyLeadership and Succession Planning — planning nextDocsBylaws |
| Executive succession & emergency authority | 1 | 0 | 5 | undefined | The real gap, now isolated. The bylaws handle governance continuity; nothing handles operational continuity. If the executive director were suddenly unavailable there is no documented answer to who signs, who approves payments, who holds the vendor and landlord relationships, or who assumes day-to-day authority — JR: "not really, we should work on this." The partial mitigations are real but incidental: system access is distributed and recoverable through the org email account, and a MakeHaven System and Data Access Agreement form has captured 21 submissions since May 2025. Standards S009 asks for succession and emergency authority to be documented and tested — we have neither. This is now the highest-impact undefined process in the registry.StrategyLeadership and Succession Planning — planning next |
| Staff onboarding / offboarding | 1 | 1 | 3 | stable | Reframed. The same four staff have been in post for years, so this rarely fires; when it does, the executive director spends substantial one-to-one time. JR's own redirect is the useful finding: the real onboarding gap is instructors and volunteers, not staff — and those are far higher-volume.DocsPersonnel Policy · Staff Responsibilities Map |
| Staff development, benefits & wellbeing | 2 | 2 | 3 | stable | Annual evaluations happen and job descriptions are reviewed at the same time; both live in Google DriveStrategyStaff Retention Efficiency and Operational Continuity — refining nextDocsEmployee Evaluation · Personnel Policy |
| Staffing plan & role clarity | 1 | 1 | 4 | degraded | JR: "not really formally… I feel like we have it but not in one place." Individual job descriptions exist and are reviewed at annual evaluations; the org-level plan does not exist as a single artefact.DocsStaff Responsibilities Map |
| Volunteer pathway, roles & recognition | 2 | 1 | 3 | stable | Roughly 75+ titled volunteers across facilitators, shop techs, the lending librarian, ambassadors, board and committee members. Structure is published; the gap is a single maintained rosterStrategyVolunteer Pathways and Member Committees — scaling nextDocsVolunteer structure · Intern Program · New Member Ambassador |
| Annual member meeting | 2 | 1 | 3 | stable | Held with a recorded presentation; the PDF of that deck doubles as the annual report when one is requestedStrategyTransparent Communication and Shared Leadership — building next |
| ED time reporting to board | 2 | 2 | 2 | changing | New Aug 2026, from a 5-day pilot. Also the only real source for the effort_hrs_month field this registry is missing — worth wiring the two together rather than estimating twice |
| Harassment & conduct complaints | 3 | 2 | 5 | stable | Intake is a Google Form — chosen deliberately for privacy control rather than the site's own webforms — which emails staff, who act immediately. Gap: no case record or tracking beyond the mailboxDocsHarassment policy |
| Board–member engagement | 1 | 0 | 3 | degraded | A member comment states the board "fails every transparency test I can think of"; JR's reply agrees a stronger feedback loop is neededStrategyBoard Interaction with Members — scaling nextDocsExpectations for Board Members · Board roster |
| DEI review (inclusion, accessibility, affordability) | 2 | 1 | 3 | stable | The DEI committee is active again and the accessibility walk-through runs annually alongside the safety oneStrategyInclusive Representation and Accessibility Review — refining nextDocsCommittee structure |
| Records retention & filings calendar | 1 | 1 | 5 | degraded | Filings are now documented in the renewal calendar, but JR confirms there is no retention rule of any kind yet — "need to establish." That blocks the Standards three-years-of-evidence test and leaves no defined answer to what we keep, for how long, or where.DocsFiling requirements & procedures |
| Nondiscrimination & accommodation requests | 3 | 1 | 4 | stable | Requests go to the shop manager and director, and there is a dedicated accessibility-issue intake alongside the general concern pipeline.StrategyAdaptive Tools Training and Representation — building nextDocsAccessibility issue form |
| Member IP rights | 2 | 2 | 3 | stable | Corrected — a policy does exist. The membership agreement states members keep their own IP, which satisfies Standards S008.DocsMembership agreement |
| Demographic data collection & reporting | 4 | 2 | 3 | stable | Lives in CiviCRM since Dec 2025; dashboards converted 07-10 |
How we change everything else.
| Process | Auto | Doc | Impact | State | Notes |
|---|---|---|---|---|---|
| Feature planning | 2 | 2 | 3 | stable | Tracks carry a premise and kill criteria since 07-09 |
| Deploy pipeline | 4 | 3 | 4 | stable | The model for what stable looks like. An SOP others have run, a wizard that enforces it, a ground-truth state file |
| Config reconciliation | 3 | 2 | 4 | stable | Known gotcha: it deletes committed staged config |
| Security audit | 3 | 2 | 5 | stable | Quarterly. Four of six dimensions never run |
| Weekly pulse triage | 3 | 2 | 2 | stable | |
| Cycle review | 2 | 2 | 3 | stable | Replaced a 950-line improvement pipeline that was fully specified and never ran once |
| Backup & disaster recovery | 3 | 2 | 5 | stable | Three systems hold essentially everything: Google Drive (Google for Education) for documents, Pantheon for the website with its own robust backups, and GitHub for code — which has repeatedly been the actual recovery tool. UniFi cameras are a fourth, lesser store. Each vendor carries its own recovery documentation, and JR has performed real restores. What is missing is a MakeHaven-side runbook saying which to restore in what order.StrategySecure and Collaborative Digital Infrastructure — building next |
| Admin access & systems register | 2 | 1 | 4 | changing | Upgraded from degraded — a register has been started. Access is genuinely distributed (Pantheon with Terence and Yan, Chargebee/Stripe with Kate, Xero with the treasurer, Home Assistant with Vincent, Corey and Lior, Firebase under an org account, domain under org email) and everything is recoverable by taking control of the ED's work email. Finishing the started document closes the largest remaining bus-factor gap. A MakeHaven System and Data Access Agreement webform has also been capturing who holds what since May 2025 (21 submissions) — a better foundation than the draft document alone suggested.StrategySecure and Collaborative Digital Infrastructure — building nextDocsSystems register (draft) |
| Local development environment | 2 | 2 | 2 | stable | Documented and repeatedly repaired |
| Preview / staff testing | 4 | 2 | 2 | stable | Sandbox site for extended staff testing |
| Policy & procedure document index | 1 | 1 | 4 | changing | The operations doc is the current answer and it is drifting. JR wants something stronger — possibly folded into Governance-Dance, possibly its own continuity tool. That decision is now live rather than hypothetical, because this registry is starting to do part of the job.DocsOperations index · Staff tools hub (staff) |
| Process registry maintenance | 1 | 2 | 3 | changing | This document. It belongs in its own inventory, and it starts at A1StrategyAI-Driven Automation and Member Support — building next |
How this was built, what it was checked against, and — importantly — where it is still weakest. Read this before treating any un-annotated number as fact.
The strategic plan makes this registry's case in its own words — including, in a margin comment, asking for it by name as a precondition for the AI-efficiency work. The plan is a live draft and its numbers are still moving; what is stable, and what the registry builds on, is the set of strategies and their priorities.
Systematize, stabilize […]: website, systems, operations to lay the groundwork for growth, innovation, responsiveness [move past start-up style] Lever strategy #1
Establish and conduct a regular, consistent process for reviewing, improving, and stabilizing operational systems and procedures. Facilities & Operations · Year 1 Strategy #5 · 200 hours budgeted
It might be worth doing an audit of the current systems first to make sure they're actually efficient before bringing in AI. That way, we're improving the process itself, not just automating around any existing issues. Margin comment on the AI-efficiency strategy
76 processes carry the strategy that acts on them — named in plain language: the area of the plan it belongs to, and what that work is meant to do (planning, building, scaling, refining or maintaining). 8 are marked Priority. The registry does not replace the plan: the plan is edited by committees, holds owners and year-by-year sequencing, and should stay where it is.
These used to read as coded identifiers — OUT O#3 S#3 · GROW
and the like. The codes are how the sequence sheet indexes its strategies, not something
anyone should have to decode to use this page, so each one is now resolved to the strategy
it actually names. The lookup lives in data/strategies.csv; if the plan renames
a strategy, correct it there and every row follows.
What the link buys is two questions neither system answers alone: which processes does this strategy actually touch? and — the more useful one — which of our degraded processes has no strategy pointed at it at all? The sequence sheet is entirely forward-looking; every one of its states describes work someone intends to do. It has no way to say this is broken right now and nobody is on it, which is what the registry supplies.
The CT Makerspace Network's Standards of Excellence self-assessment defines 68 standards across six domains, scored 0–3 on evidence. Two useful things came of testing the inventory against it.
First, its scale is a better-specified version of ours, so the two should be the same number rather than two competing assessments. A registry that is honestly maintained produces the self-assessment as a by-product — and because its history lives in git, it also produces the three years of dated evidence the "Accredited-ready" level requires.
| Standards of Excellence | Registry | Evidence test |
|---|---|---|
| 0 · Absent | D0 | No reliable practice or evidence |
| 1 · Foundational | D1 | Basic practice exists; informal or inconsistent |
| 2 · Operational | D2 | Written, assigned, consistently implemented, current evidence |
| 3 · Sustained | D3 | Effectiveness reviewed; improvements documented; history supports continuity |
Second, it found eight processes nothing else did — mostly Tier 1 critical safety items that are invisible from code, absent from the strategic plan, and easy to assume someone handles: a chemical inventory and SDS access, lockout/tagout for unsafe equipment, routine shop inspection, hazardous waste disposal, a records-retention and filings calendar, nondiscrimination and accommodation requests, member IP rights, and an admin-access register. All eight enter the inventory as undefined, which is a claim to check rather than a conclusion.
The Profile sheet is mostly unfilled, so conditional modules default to "No" and switch off extensions that plainly apply. Confirmed with JR: tool lending yes; workspace and storage rentals yes, active; incubation already yes; repair partly — Precious Plastic equipment is in place and a larger grant for it was cancelled; youth via partnerships, where the school supervises and MakeHaven is not the custodian.
The one that bites: there is no records-retention policy yet, which is both a Standards requirement in its own right and the blocker on the three-years-of-evidence test for the top recognition level. Applicable standards read 52; corrected, closer to 75.
The bus-factor question — if the person who does this left tomorrow, could someone else pick it up? — is answered by attaching documents to processes. There is already a document doing this job to absorb rather than replace: makehaven.org/operations, which opens "a compilation of key organizational documents… a reference for future staff of the organization" and holds about seventy real policy, procedure and job-description links. 64 rows in the inventory now carry those links under a Docs line.
| The operations doc | The registry |
|---|---|
| A flat list of documents | Documents attached to the process that uses them |
| No dates — cannot tell current from abandoned | A reviewed date per row — 93 of 187 carry one, so the registry's own staleness is visible rather than hidden |
| No owner per document | An owner field per process — supported, and currently empty on every row. Filling it is the biggest improvement still available here |
| At least one broken link | Link-checkable in the build |
| Back half is an unrelated field-trip photo log | Scoped to operations |
| Nothing says whether the document is followed | The A, D and I scores say exactly that |
Doing this surfaced two processes no other source did, both rated I5: member conduct & discipline — warning and termination procedures exist as documents, but whether they are followed or logged is unknown — and harassment & conduct complaints, a public policy with an invisible intake. It also sharpens what D0–D3 means: "a current SOP exists" is a claim you can only check against a link.
This is the third attempt at something like this. The previous two were fully specified and never operated — they each needed a new human discipline that nobody sustained. So the maintenance model is the design, not an afterthought: a scheduled AI pass proposes updates with evidence, and a human merges them. It works here because most improvements at MakeHaven are code, or have a data component that can be checked.
Last-changed dates from module git history, watch set on recent change,
changing set from active tracks, documentation staleness from file dates.
No judgement required; wrong answers are obvious.
"Seven storage assignments still have no subscription — query returns 7 rows." The pass opens a diff citing its evidence and does not merge itself.
Who owns it, whether it is genuinely tribal, whether an SOP is current rather than merely present. Roughly a third of the inventory lives here — the processes with no code behind them at all.
The pass may not create or delete processes, only update fields. Scores move one step per pass. A confidently wrong maintainer is worse than a stale registry, because it launders a guess into a dated commit.
This draft knows what the strategic plan wants those processes to be. It does not know what actually happens. A plan saying "conduct annual drills" is not evidence that drills happen.
"Planned giving programme" and "Made at MakeHaven marketplace" are intentions with no
current operation. undefined currently conflates running badly with
not started. Splitting those two apart is the first correction this draft needs.
The field that would most improve the automation ranking, and the one no codebase can supply. The plan's Year 1 estimates are a forecast, not a measurement.
Lending gets sixteen rows; "space opening and closing" gets one. That reflects where documentation exists, not where the work is.