BIQ01 - What is the official name of your organisation/project (and any registration number if you have one, plus main contact, email address and phone number)?
Springfield Nuclear New-Build Initiative, Registration No: SNB-742-001, Main Contact: Charles Montgomery Burns, Email: burns.office@springfieldpower.example, Phone: +1-939-555-0742
BIQ02 - Are you registered (NGO / CBO / company / informal group)? If not, do you want to register?
The project is framed as a registered company operating under Springfield Energy Development Corporation.
BIQ03 - What location(s) do you operate in (town/county/region)? Any plans to expand?
We operate in Springfield and the surrounding county, with long-term plans to support additional power-generation developments across neighbouring regions.
BIQ04 - What problem are you solving in one sentence?
We are seeking to provide stable long-term power generation for Springfield while improving governance, safety visibility, and delivery discipline.
BIQ05 - What does "success" look like for you in 6 months and 12 months?
In 6 months, success means clear governance structures, early-stage controls, and site readiness being established; in 12 months, success means the project has moved into disciplined mobilisation with major concerns visible and actively managed.
BIQ06 - What is your biggest constraint right now (money / people / equipment / skills / trust / transport / time / other)?
Our biggest current constraint is confidence and trust: confidence that the project can be controlled properly, and trust that major concerns will be surfaced early rather than buried.
BIQ07 - What are the top 3 priorities you want help with immediately?
1. Governance and project control structure, 2. Risk and action visibility, 3. Clear stakeholder ownership and decision pathways.
BIQ08 - What partners do you already work with (government, clinics, schools, NGOs, churches, local leaders)?
The project engages with Springfield municipal leadership, the local power utility environment, engineering advisers, regulatory contacts, and community-facing representatives.
BIQ09 - What systems do you currently use (paper notebook, WhatsApp, Excel, Google Drive, website, none)?
Current systems include spreadsheets, email, meeting notes, shared document folders, and informal reporting arrangements that now need stronger governance structure.
BIQ10 - Do you have permission/consent from people on your register to store/use their data for support services?
For this illustrative project, project records and participant data would be handled under a formal consent, governance, and confidentiality arrangement.
PSQ01 - What service can you name, with brief description of each that will help the beneficiaries of your project?
Governance review: structured visibility of concerns, actions, and decisions. Project health reporting: regular insight into status and control gaps. Risk coordination: practical support for identifying and managing delivery threats.
PSQ02 - List your current services (what you do today), and for each: how often and for how many people per month?
At present the project mainly carries out internal planning, review meetings, and early-stage coordination activities, serving the core sponsor and management group.
PSQ03 - Which services are most needed but you cannot currently deliver?
We most need stronger integrated project controls, clearer action tracking, and a disciplined project health reporting system that can support a major nuclear programme.
PSQ04 - What are the top 5 needs reported by beneficiaries of your project (health, safety, work, school, counselling, etc.)?
1. Reliable power, 2. Confidence in safety and governance, 3. Local employment opportunities, 4. Transparent communication, 5. Better long-term infrastructure planning.
PSQ05 - What is the service pathway right now? (How does a person join → receive help → follow-up?)
Concerns are raised through project meetings or stakeholder contact, reviewed by the project team, assigned for action, and followed up through structured reporting and review.
PSQ06 - What makes your approach different from other organisations (if any)?
The approach focuses on disciplined project health control: making concerns, actions, ownership, evidence, and priorities visible before issues grow into larger delivery problems.
PSQ07 - What "minimum service package" could you reliably deliver every month if basic funding existed?
A minimum package would include a live concerns register, action tracking, a monthly project health report, stakeholder review support, and governance-based escalation of major issues.
PSQ08 - What does a typical case look like from first contact to resolution?
A concern is identified, logged, reviewed for significance, assigned to an owner, linked to actions and evidence, and monitored until closure or escalation.
PSQ09 - What are the risks/harm points in service delivery (stigma, security threats, exploitation, misinformation)?
Key risks include weak governance discipline, misinformation about the project, hidden assumptions, schedule optimism, and failure to escalate major control gaps in time.
PSQ10 - How do you measure whether a service worked? (simple indicators)
We would measure success through visibility of concerns, reduced exception counts, improved action follow-through, clearer reporting, and stronger decision confidence.
PSQ11 - What services could be delivered remotely (WhatsApp/phone) vs require physical presence?
Many governance and reporting activities could be delivered remotely, while site inspections, construction reviews, and physical assurance checks would require in-person presence.
PEQ01 - What equipment do you have? mobile phone? pc? printer? monitor? - list all you have.
The project team has access to office phones, desktop PCs, laptops, printers, monitors, and standard meeting-room equipment.
PEQ02 - How do we contact you? Telephone number? Office Address? Main Contact? Number of people in the management team? Number of people that the project will address?
Main contact: Charles Montgomery Burns, Springfield Energy Development Corporation, Burns Manor Office Suite, Springfield. The core management group currently consists of 5 people, with the wider project intended to serve the broader Springfield population.
PEQ03 - Where are you working from? Would the office address be your home? a community centre? an internet cafe?
The project is assumed to operate from a dedicated office base in Springfield linked to the sponsor organisation.
PEQ04 - What equipment is working reliably, and what is broken / missing / shared / borrowed?
Basic office systems are assumed to be functional, though project control systems remain immature and are not yet integrated into a single reliable governance environment.
PEQ05 - How stable is your electricity and internet (daily / weekly outages)?
Electricity supply is stable by definition of the sector, but information flow and reporting discipline are less stable than they need to be for a project of this scale.
PEQ06 - Where is your data stored (paper files, phone, laptop)? Is there a backup?
Project data is assumed to be stored across shared electronic folders, spreadsheets, meeting notes, and supporting records, with formal backup arrangements required as part of setup.
PEQ07 - Do you have a safe place to store sensitive records?
Yes, sensitive governance and project records would be maintained within controlled-access storage arrangements.
PEQ08 - Do you have transport (walking, bicycle, motorbike, car, public)? Biggest travel barrier?
Project personnel would typically use company vehicles and formal site-access arrangements; the main barrier is likely to be site access control and coordination rather than transport availability.
PEQ09 - What are your printing/scanning options (none / pay-per-use shop / own printer)?
The project team has access to in-house printing and scanning facilities.
PEQ10 - If you had a small "starter kit" (phone + laptop + printer), who would be responsible for it?
Responsibility would sit with the project controls or governance lead, supported by site administration.
PEQ11 - What does your workspace need to become functional (desk, chair, lockable cabinet, internet router, etc.)?
The workspace needs integrated reporting systems, controlled records storage, proper dashboard visibility, and a more disciplined flow between meetings, actions, and evidence.
PEQ12 - What would be the ideal operating base in 6 months (home office / shared centre / rented office)?
The ideal base in 6 months would be a fully functioning project office environment with strong data visibility, regular reporting routines, and clear interfaces between sponsor, delivery, and control teams.
PEQ13 - What security risks exist at your premises (theft, harassment, privacy exposure)?
The main risks are likely to be unauthorised access to sensitive records, weak document control, and loss of confidence caused by poor handling of governance information.
PQ01 - Who are the key roles today (leader, admin, outreach, finance, volunteer coordinator)? Names + roles.
Sponsor: C. Montgomery Burns. Operations oversight: Waylon Smithers. Site operations representative: Homer Simpson. Technical adviser: Professor Frink. Public office / civic interface: Mayor Quimby.
PQ02 - How many are active weekly (not just "on the list")?
The assumed active weekly core team is 5 to 8 people, with additional contributors engaged when required.
PQ03 - What skills do you have in the team (counselling, healthcare links, social work, advocacy, fundraising, admin, IT)?
The team mix includes sponsorship, administration, basic operations awareness, technical advisory support, public interface capability, and financial oversight.
PQ04 - What skills are missing that you need most urgently?
The biggest missing skills are structured project controls, nuclear new-build governance discipline, formal risk integration, and stronger delivery assurance capability.
PQ05 - What training would help most (basic safeguarding, data handling, case management, fundraising, reporting)?
Most helpful would be training in risk governance, action ownership, evidence-based reporting, assumptions management, and project controls discipline.
PQ06 - How do you recruit and manage volunteers (screening, agreements, supervision)?
As an illustrative industrial project, the model is based on assigned project roles rather than volunteers, with responsibilities governed through formal role definitions and management oversight.
PQ07 - Do you have a safeguarding lead / safeguarding rules? If not, who could be assigned?
For this project, safeguarding would be interpreted as site safety, information protection, and controlled governance responsibilities, overseen through the safety and compliance function.
PQ08 - What is your communication rhythm (weekly meeting, WhatsApp group, ad-hoc)?
The intended rhythm is weekly review meetings, structured action follow-up, daily exception visibility, and formal monthly project health reporting.
PQ09 - What conflicts or workload risks exist (burnout, role confusion, disagreements)?
Likely risks include role confusion, weak ownership across interfaces, inconsistent follow-up, optimism bias, and overload on a small number of key people.
PQ10 - If funding arrived, which 3 positions would you pay first (and why)?
1. Risk / governance lead - to make concerns visible and controlled, 2. Project controls lead - to integrate actions, schedule, and reporting, 3. Technical assurance adviser - to challenge assumptions and support credible decision-making.
FQ01 - Do you have any current income (donations, grants, sales, membership, events)? Rough monthly average.
For this illustrative project, funding is assumed to come from sponsor commitment and strategic capital planning rather than community donations or trading income.
FQ02 - What are your fixed monthly costs (rent, airtime, transport, printing, internet)?
Fixed costs would include office operation, staffing, reporting support, engineering advisory input, and governance administration.
FQ03 - What costs are unpredictable emergencies (medical cases, relocation, safety incidents)?
Unpredictable costs would include regulatory responses, design rework, safety-related interventions, interface failures, and accelerated problem-solving activity.
FQ04 - What are the top 10 things you spend money on when you have it?
1. Project controls, 2. Engineering advice, 3. Safety and compliance support, 4. Reporting systems, 5. Site coordination, 6. Office operations, 7. Information management, 8. Stakeholder engagement, 9. Travel and meetings, 10. Governance reviews.
FQ05 - Do you keep records (cashbook, receipts, mobile money statements)? Who holds them?
Yes, financial and supporting records would be held by the finance and commercial function under controlled record-keeping arrangements.
FQ06 - Do you have, or intend to open, a bank/mobile money account in the organisation name? If not, what do you use?
The illustrative project assumes formal sponsor-controlled banking and commercial management arrangements.
FQ07 - What is the smallest funding amount that would make a real difference this month?
A modest early allocation for governance setup would make an immediate difference by allowing structured registers, reporting, and review routines to be established.
FQ08 - What is your 12-month "ideal budget" (even if rough)?
The 12-month ideal budget would be significant and stage-dependent, but early priority would be funding for governance setup, project controls maturity, technical challenge, and structured oversight.
FQ09 - What funding have you tried before (who, when, result)?
As an illustrative sponsor-backed programme, the project is assumed to proceed through internal approvals, formal investment cases, and staged commitment decisions.
FQ10 - What would you consider "good governance proof" to show donors money is safe (reports, receipts, photos, beneficiary confirmations)?
Good governance proof would include regular reports, action evidence, decision records, exception visibility, supporting documentation, and a clear audit trail showing what changed and why.
MQ01 - Who is your audience: donors, local community, government, clinics, schools, families, beneficiaries?
The audience includes sponsor leadership, delivery teams, regulators, local government, the Springfield community, and any wider strategic stakeholders affected by the project.
MQ02 - What channels do you currently use (WhatsApp, Facebook, TikTok, radio, church announcements, community meetings)?
Likely channels include formal meetings, written reports, public briefings, local media, community meetings, and controlled project communications.
MQ03 - Do you have any assets: logo, photos, short video, testimonials, case stories?
The project could use visual materials, diagrams, governance records, progress snapshots, and public-facing summaries to explain its purpose and current health.
MQ04 - What is your "one sentence" message to donors?
"Support stronger governance and project control so that major energy infrastructure can progress with greater visibility, accountability, and delivery confidence."
MQ05 - What is your "one sentence" message to beneficiaries?
"A better-controlled Springfield energy project means clearer decisions, fewer surprises, and a safer path toward reliable long-term power."
MQ06 - What questions do people ask most often about your project (and what answers do you give)?
Common questions include: Is the project safe? Is it under control? Who is accountable? The answer is that the whole purpose of PHC-style governance is to make those answers more visible, evidence-based, and current.
MQ07 - Do you have a list of contacts (supporters / organisations)? How many?
The illustrative model assumes a structured stakeholder list covering sponsor, delivery, technical, regulatory, and community-facing contacts.
MQ08 - What partnerships would unlock growth fastest (hospital, police, school, local government, NGO)?
The most important partnerships would be with regulators, technical advisers, public authorities, infrastructure partners, and trusted local representatives.
MQ09 - What events could you run quarterly (awareness day, clinic day, school session, community meeting)?
Quarterly stakeholder forums, public information sessions, governance review meetings, and project health updates would be useful.
MQ10 - What proof would be easiest for you to publish monthly (numbers helped, photos of deliveries, short story, receipts summary)?
The easiest monthly proof would be a concise project health update showing key concerns, actions progressed, major decisions, and current exceptions requiring attention.