MakeHaven · Operations

Process Stabilization Registry

Every operational process at MakeHaven, scored for how manual it is, how well documented, how much it costs us when it breaks, and whether it is moving right now. The point is not to stop changing. It is to make the change countable.

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218 processes · 13 groups 93 running normally · 2 broken · 22 optimizable Draft — not yet staff-reviewed

Every operational process at MakeHaven, in one place — what runs, what is broken, what is changing, and what should come next. Start with whichever question brought you here; everything else on this page is reference.

Where we stand

Recorded process states. These counts do not measure completed improvements or staff adoption.

218Processes mappedAcross 13 groups · 93 running normally
2BrokenSomething expected is recorded as failing 22OptimizableRuns, but was never built to its end goal — not merely improvable
79In flux50 being watched, 29 actively changing
17PlannedNot started — intentions on the roadmap, not failures 1UndefinedThe process has no defined shape yet — this is a decision nobody has made

The automated half of MakeHaven documents itself — where we can say which code does it. 57 processes run themselves, but only 40 name the module that runs them, and only those can claim the implementation is the description. The other 17 run as code nobody has pointed at. Meanwhile 112 take a human at every step, and 87 of those have nothing written beyond scattered notes. Only 1 process in 218 has documentation a second person has actually worked from — which is the real gap, and it applies to the code too.

Change board

This chart shows the recorded mix of process states. The count in flux (79) does not establish whether change is under control. Review the next actions, acceptance evidence and outstanding decisions with the people doing the work.

Stable 93Watch 50Changing 29Planned 17Idea 4Optimizable 22Broken 2Undefined 1
Education & Instruction
29
Entrepreneurship
13
Facilities & Equipment
22
Access & Safety
11
Lending, Storage & Store
16
Membership & Billing
16
Member Experience & Retention
19
Outreach & Recruitment
14
Communications
12
Finance & Accounting
11
Development & Fundraising
11
Governance & People
24
Platform & Meta
20

Read the bars as four separate problems, not one. 2 processes are broken — something that is supposed to happen does not, and that is the list to act on first. 22 are optimizable — they do what they were built to do and were never built to their end goal, which is ordinary unfinished work rather than a failure. That is a narrow word here, not a general one: nearly any process could be improved, but these are the ones with a defined end state nobody reached. 79 are in flux, and 17 are planned — intentions we have not started, where nothing exists to improve yet. Keeping these four apart is what makes the chart fair to read: collapsing them would show 24 things wrong when only 2 of them are actually broken.