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)?
The official project name is P1 PHC Consortium (PHCC), the central project for the development, maintenance, promotion and delivery support of Project Health Control (PHC) Service. The commercial service is operated through Order Efficiency Ltd, a UK-registered company. Main contact: David Winter, Founder and Director. Current contact details should be inserted from the company's approved public contact record before external issue.
BIQ02 - Are you registered (NGO / CBO / company / informal group)? If not, do you want to register?
PHC Consortium is a project and delivery consortium rather than a separately registered legal entity. Its commercial and contractual activity is presently supported through Order Efficiency Ltd, a UK-registered company. Separate consortium registration is not currently essential, but the legal and governance structure should be reviewed as the consultant network and commercial workload grow.
BIQ03 - What location(s) do you operate in (town/county/region)? Any plans to expand?
PHC Service is developed from the United Kingdom and is intended for international delivery. Initial commercial promotion will focus on a deliberately narrow group of suitable companies with major project portfolios and identifiable CSR, ESG, sustainability, community-investment or social-impact projects. Expansion will follow proven delivery capacity, evidence and demand rather than uncontrolled geographic growth.
BIQ04 - What problem are you solving in one sentence?
PHC Service helps organisations see the true health of major projects by connecting concerns, responsibilities, actions, evidence, progress and intended outcomes within a structured assurance environment.
BIQ05 - What does "success" look like for you in 6 months and 12 months?
Within 6 months, success means having a complete corporate proposition, a defined 7-Day Review and pilot method, a focused prospect register, active conversations with suitable companies, and at least one credible company-funded demonstration under discussion or delivery. Within 12 months, success means completed reviews or pilots with documented evidence of value, at least one transition toward continuing PHC use, and a credible route from a CSR demonstration into assurance of a major commercial project.
BIQ06 - What is your biggest constraint right now (money / people / equipment / skills / trust / transport / time / other)?
The principal constraint is not the underlying concept but commercial proof and access: PHC needs carefully selected corporate prospects, credible introductions, early commissioned demonstrations, disciplined messaging and sufficient trained delivery capacity. A secondary constraint is avoiding dilution through unfunded direct engagement with humanitarian organisations.
BIQ07 - What are the top 3 priorities you want help with immediately?
1. Finalise the corporate major-project proposition and the optional CSR pilot route. 2. Identify and research a narrow first group of target companies, named programmes and decision-makers. 3. Build the outreach and delivery package, including pitches, introductory messages, the 7-Day Review scope, pilot criteria, reporting templates and the conversion route into major projects.
BIQ08 - What partners do you already work with (government, clinics, schools, NGOs, churches, local leaders)?
Order Efficiency Ltd and the developing PHC consultant and contributor network are the core existing relationships. Previous dialogue and project work has involved humanitarian, community, infrastructure, energy, governance and professional contacts, but these should not be represented as formal PHC Consortium partners unless an explicit agreement exists. Corporate, professional-services and project-delivery partnerships remain to be developed.
BIQ09 - What systems do you currently use (paper notebook, WhatsApp, Excel, Google Drive, website, none)?
PHC currently uses PHC Port as the structured project environment, supported by website content, project JSON records, registers, dashboards, comments, timechunk records, document repositories, email, LinkedIn and ordinary office tools. The central information model uses SCALPED: Schedule, Concerns, Actions, Locations, People, Events and Deliverables.
BIQ10 - Do you have permission/consent from people on your register to store/use their data for support services?
Personal data should only be stored and used where a lawful basis, suitable notice, permissions and access controls exist. Consent is required where appropriate, particularly for optional visibility, personal journals, case material or public-facing contributions. Corporate pilots must agree data ownership, confidentiality, access, retention and publication rules before information is collected.
PSQ01 - What service can you name, with brief description of each that will help the beneficiaries of your project?
The principal service is Project Health Control (PHC) Service for major commercial projects. Entry services include a fixed and bounded PHC 7-Day Review, followed where justified by PHC Setup and Continuing PHC Service. A company may use a selected CSR, ESG or social-impact project as a controlled pilot before adopting PHC on a major project. Supporting services include structured concern management, action and responsibility tracking, evidence capture, project-health reporting, stakeholder participation, project journalling and consultant-supported assurance.
PSQ02 - List your current services (what you do today), and for each: how often and for how many people per month?
Current activity consists mainly of developing PHC methods, PHC Port functionality, project structures, propositions, reports, reviews, registers, demonstrations and tailored assurance material. Delivery volume is presently developmental and opportunity-led rather than a stable monthly production service. This answer should be updated with actual commissioned review and active-client numbers once commercial delivery begins.
PSQ03 - Which services are most needed but you cannot currently deliver?
The services most needed but not yet fully established at scale are repeatable paid 7-Day Reviews, multi-consultant delivery, independent quality assurance, formal corporate onboarding, secure client-specific environments, standard commercial contracts, documented case studies and systematic conversion from pilot to major-project adoption.
PSQ04 - What are the top 5 needs reported by beneficiaries of your project (health, safety, work, school, counselling, etc.)?
The five principal client needs are: reliable visibility of actual project health; earlier identification and escalation of concerns; clear responsibility and action ownership; credible evidence connecting expenditure and activity to outcomes; and independent assurance that can inform boards, funders, executives and project leaders.
PSQ05 - What is the service pathway right now? (How does a person join → receive help → follow-up?)
A company is identified and approached around a relevant major-project assurance need. Where immediate adoption is premature, the company selects one suitable CSR, ESG or social-impact project as a controlled test. PHC agrees the scope and information requirements, performs the 7-Day Review, presents findings and recommendations, and proposes either closure, a continuing PHC setup for that project, or a separate demonstration and adoption discussion for a major commercial project.
PSQ06 - What makes your approach different from other organisations (if any)?
PHC combines structured project controls with open but governed participation. It does not rely solely on periodic management reports. It connects concerns, actions, people, events, deliverables, locations, schedule information and evidence in one evolving project-health record. The service is designed to expose weak connections and emerging issues early while preserving traceability to the underlying contributions.
PSQ07 - What "minimum service package" could you reliably deliver every month if basic funding existed?
The minimum reliable service package is one clearly scoped PHC 7-Day Review of a selected project, including initiation, document and evidence review, structured project records, priority concerns, responsibility and action observations, findings, recommendations, and a presentation explaining both the project-specific results and the relevance to the company's wider project portfolio.
PSQ08 - What does a typical case look like from first contact to resolution?
A typical engagement begins with a corporate discussion and selection of an appropriate project. PHC agrees scope, confidentiality and access, gathers the available project material, creates or reviews the core project-health records, identifies gaps and priority concerns, validates findings with relevant people, and issues a concise report and presentation. The company then decides whether to take no further action, continue PHC on that project, or evaluate PHC for a major commercial project.
PSQ09 - What are the risks/harm points in service delivery (stigma, security threats, exploitation, misinformation)?
Key risks include access to incomplete or selectively presented information; perceived threat to existing managers or assurance teams; disclosure of commercially sensitive or personal data; unclear boundaries between independent assurance and management responsibility; exaggerated claims before evidence exists; stakeholder retaliation or reluctance to speak; scope expansion; and a CSR pilot becoming isolated from the commercial decision-makers needed for wider adoption.
PSQ10 - How do you measure whether a service worked? (simple indicators)
Indicators include concerns identified and resolved; overdue or ownerless actions exposed; responsibilities clarified; evidence gaps closed; decisions improved or accelerated; reporting effort reduced; stakeholder participation achieved; risks escalated earlier; measurable value protected or created; client satisfaction; continuation commissioned; and transfer of PHC into a major commercial project.
PSQ11 - What services could be delivered remotely (WhatsApp/phone) vs require physical presence?
Project initiation, document review, interviews, structured workshops, PHC Port configuration, register development, reporting and many stakeholder contributions can be delivered remotely. Physical presence may be required for site verification, sensitive interviews, operational observation, evidence validation, workshops where remote participation is unsuitable, and major-project mobilisation.
PEQ01 - What equipment do you have? mobile phone? pc? printer? monitor? - list all you have.
The project currently relies on ordinary business computing and communications equipment, including computers, internet-connected phones, website and hosting infrastructure, and access to PHC Port. A definitive asset register should be created for P1 PHCC rather than assuming personal or company equipment is automatically available to every delivery team.
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: David Winter, Founder and Director of Order Efficiency Ltd and PHC Service lead. Approved telephone number, email and office address should be inserted from the company's current contact record before issue. The core leadership presently includes David Winter and co-director Abubakr Harakat, with a wider consultant and contributor model to be developed. The addressable market is organisations managing major projects, rather than a fixed beneficiary headcount.
PEQ03 - Where are you working from? Would the office address be your home? a community centre? an internet cafe?
Development and promotion are currently undertaken through distributed and home-office working supported by online systems. Client delivery may be remote, hybrid or site-based. The operating model should not imply a permanent PHC Consortium office until one is formally established.
PEQ04 - What equipment is working reliably, and what is broken / missing / shared / borrowed?
Existing personal and company computing facilities support current development work, but a formal assessment of reliable, shared, borrowed, obsolete or missing equipment has not yet been completed. Delivery readiness should include an equipment and software checklist for each consultant.
PEQ05 - How stable is your electricity and internet (daily / weekly outages)?
Electricity and internet reliability depend on the location of each consultant and client project. UK-based central development generally has access to normal domestic or business services, but international delivery must explicitly assess local connectivity, backup communications and offline working arrangements.
PEQ06 - Where is your data stored (paper files, phone, laptop)? Is there a backup?
Project information is held across PHC Port, structured JSON records, website systems, local computers and document storage. A formal information architecture, backup policy, client segregation model and recovery procedure should be documented as part of commercial readiness.
PEQ07 - Do you have a safe place to store sensitive records?
Sensitive records must be held only in approved, access-controlled digital or physical locations. Personal devices, informal messaging groups and unrestricted shared drives should not be treated as safe repositories. Each engagement requires a defined security and confidentiality arrangement.
PEQ08 - Do you have transport (walking, bicycle, motorbike, car, public)? Biggest travel barrier?
Transport requirements depend on the selected client and project. Remote delivery will reduce unnecessary travel, but site visits may require public transport, hired vehicles, flights or client-supported access. The principal barriers are cost, distance, visas, site permissions, security and accessibility.
PEQ09 - What are your printing/scanning options (none / pay-per-use shop / own printer)?
Most output can be produced and shared digitally. Printing and scanning can use existing office equipment or secure commercial services where necessary. Sensitive client documents should not be processed through unapproved public facilities.
PEQ10 - If you had a small "starter kit" (phone + laptop + printer), who would be responsible for it?
Any PHC-funded starter equipment should be assigned to a named responsible consultant or administrator under an asset register, acceptable-use rules, security requirements and return or replacement provisions.
PEQ11 - What does your workspace need to become functional (desk, chair, lockable cabinet, internet router, etc.)?
A functional workspace requires a reliable computer, secure internet, phone, suitable desk and chair, private meeting capability, secure document storage, backup arrangements, and access to approved PHC systems. Client-facing delivery may additionally require video conferencing, presentation and site-safety equipment.
PEQ12 - What would be the ideal operating base in 6 months (home office / shared centre / rented office)?
The preferred six-month operating base is a reliable distributed model supported by PHC Port and secure online collaboration, with access to hired meeting space or client premises where needed. A rented central office should only be considered when workload and commercial value justify it.
PEQ13 - What security risks exist at your premises (theft, harassment, privacy exposure)?
Risks include theft or loss of devices, unauthorised access, accidental screen or document exposure, insecure home or public networks, harassment connected with sensitive findings, and physical risks during site visits. These should be addressed through engagement-specific security planning.
PQ01 - Who are the key roles today (leader, admin, outreach, finance, volunteer coordinator)? Names + roles.
Current key roles include David Winter as PHC founder, strategist and service lead, and Abubakr Harakat as co-director of Order Efficiency Ltd. Additional analyst, administrator, technical, assurance, outreach and consultant roles are envisaged, but named appointments should not be claimed until formally agreed.
PQ02 - How many are active weekly (not just "on the list")?
The present active core is small and founder-led. Weekly activity varies according to development and opportunity work. A current people register should distinguish active contributors from prospective, historical or nominal participants.
PQ03 - What skills do you have in the team (counselling, healthcare links, social work, advocacy, fundraising, admin, IT)?
Current strengths include project governance, programme controls, risk management, project assurance, structured information design, strategic planning, concern analysis, report development, stakeholder dialogue, website and PHC Port development, and creation of project evidence structures.
PQ04 - What skills are missing that you need most urgently?
Priority gaps include senior corporate sales and introductions, repeatable business development, additional experienced PHC consultants, information security and data-protection support, commercial contracting, independent quality review, sector specialists, scalable administration and credible measurement of delivered value.
PQ05 - What training would help most (basic safeguarding, data handling, case management, fundraising, reporting)?
Priority training includes the PHC delivery method, 7-Day Review execution, major-project assurance, interviewing and evidence validation, confidentiality and data handling, safeguarding where relevant, corporate communication, report writing, commercial boundaries, conflicts of interest and quality assurance.
PQ06 - How do you recruit and manage volunteers (screening, agreements, supervision)?
The consultant and contributor recruitment model should use defined role profiles, evidence of competence, references where appropriate, confidentiality agreements, conflicts checks, induction, supervised initial work, contribution records and periodic quality review. Informal enthusiasm alone should not confer authority to represent PHC.
PQ07 - Do you have a safeguarding lead / safeguarding rules? If not, who could be assigned?
A safeguarding lead is not presently confirmed for P1 PHCC. Where a pilot involves children, vulnerable people or sensitive community services, the client and PHC must identify competent safeguarding responsibility before work begins. PHC should not assume that corporate sponsorship makes the underlying project safe.
PQ08 - What is your communication rhythm (weekly meeting, WhatsApp group, ad-hoc)?
Current communication is project-led and uses online dialogue, PHC Port, email and other digital channels. The intended operating rhythm should include regular delivery reviews, visible project records, assigned actions and exception-based escalation rather than dependence on ad-hoc messaging.
PQ09 - What conflicts or workload risks exist (burnout, role confusion, disagreements)?
The main risks are founder dependency, overload, blurred roles, unpaid development work, disagreement about commercial direction, inconsistent representation of PHC, weak follow-through, excessive simultaneous opportunities, and tension between open participation and controlled professional assurance.
PQ10 - If funding arrived, which 3 positions would you pay first (and why)?
The first funded positions should be: 1. A PHC analyst or delivery consultant to execute reviews and reduce founder dependency. 2. A business-development and account lead to secure and manage suitable corporate opportunities. 3. A project administrator and evidence coordinator to maintain records, scheduling, documentation and follow-up. Exact order may vary according to the first contract.
FQ01 - Do you have any current income (donations, grants, sales, membership, events)? Rough monthly average.
P1 PHCC does not yet have a stated stable monthly income stream. Commercial income is intended to come from company-funded PHC 7-Day Reviews, setup work, continuing PHC Service, consulting time and related delivery. Actual current income should be inserted from Order Efficiency Ltd's financial records rather than estimated.
FQ02 - What are your fixed monthly costs (rent, airtime, transport, printing, internet)?
Likely fixed costs include website and hosting, software and communications, insurance, accountancy, administration, equipment, data protection and security, business development, and a share of company overheads. A current monthly cost schedule has not yet been compiled for this refreshed project.
FQ03 - What costs are unpredictable emergencies (medical cases, relocation, safety incidents)?
Potential unpredictable costs include urgent travel, additional specialist support, legal or data-protection advice, security incidents, replacement equipment, client-driven scope pressures, translation, site-access requirements and corrective work following system failure.
FQ04 - What are the top 10 things you spend money on when you have it?
Priority expenditure is expected to include consultant delivery time, analyst support, administration, PHC Port development and hosting, business development, travel and site access, legal and contractual support, information security, insurance, training and quality assurance, and production of credible client materials.
FQ05 - Do you keep records (cashbook, receipts, mobile money statements)? Who holds them?
Financial records should be maintained through Order Efficiency Ltd's formal accounting processes, supported by invoices, receipts, bank records, expense records and project-level cost tracking. P1 PHCC should have a distinct internal cost and revenue view even if it is not a separate legal entity.
FQ06 - Do you have, or intend to open, a bank/mobile money account in the organisation name? If not, what do you use?
Commercial receipts should use an approved Order Efficiency Ltd business account. A separate PHC Consortium account should not be used unless supported by an appropriate legal structure, financial controls and authorised signatories.
FQ07 - What is the smallest funding amount that would make a real difference this month?
The most valuable immediate funding is not an arbitrary donation but a paid, properly scoped first corporate 7-Day Review or pilot. Even a modest commissioned engagement would provide evidence, sharpen delivery processes and establish commercial legitimacy. The exact minimum price should follow the approved service pricing and scope.
FQ08 - What is your 12-month "ideal budget" (even if rough)?
A 12-month ideal budget has not yet been formally costed. It should be built from a realistic delivery plan covering core leadership, analyst and administration capacity, PHC Port development, business development, security, legal support, travel, training and contingency, with income assumptions tied to reviews, setups and continuing engagements.
FQ09 - What funding have you tried before (who, when, result)?
PHC has previously explored grants, humanitarian funding routes, commercial proposals, job-linked introductions and direct project approaches. The refreshed policy is to stop treating humanitarian organisations as the primary customer and instead seek company-funded commercial assurance engagements, with CSR projects used only as an optional controlled pilot route.
FQ10 - What would you consider "good governance proof" to show donors money is safe (reports, receipts, photos, beneficiary confirmations)?
Good governance proof includes an agreed scope, authorised budget, named responsibilities, transparent invoices and cost records, time and contribution records, traceable actions and decisions, evidence linked to findings, controlled access, conflicts declarations, quality review, client acceptance and a clear account of outcomes and limitations.
MQ01 - Who is your audience: donors, local community, government, clinics, schools, families, beneficiaries?
The primary audience is company boards, executive sponsors, major-project directors, programme leaders, project controls and assurance functions, risk leaders, investment committees, CSR or ESG executives, corporate foundations and responsible-business teams. Secondary audiences include delivery partners, funders, auditors and stakeholders affected by the selected project.
MQ02 - What channels do you currently use (WhatsApp, Facebook, TikTok, radio, church announcements, community meetings)?
Current channels include the Order Efficiency and PHC Port websites, LinkedIn, direct email, professional networking, tailored proposals, online meetings and project demonstrations. Future promotion should prioritise researched direct approaches and introductions over broad undifferentiated social-media activity.
MQ03 - Do you have any assets: logo, photos, short video, testimonials, case stories?
Existing assets include PHC and Order Efficiency branding, websites, PHC Port, project examples, reports, proposals, structured registers, explanatory articles, diagrams and service narratives. Credible independent testimonials and completed corporate case studies remain limited and are a priority evidence gap.
MQ04 - What is your "one sentence" message to donors?
Give PHC one major project to strengthen—or test it first on a selected CSR project—and see whether clearer concerns, accountability and evidence improve the confidence and value of your project decisions.
MQ05 - What is your "one sentence" message to beneficiaries?
PHC gives people connected with a project a structured way to raise concerns, contribute evidence, understand actions and help make project delivery more visible and accountable.
MQ06 - What questions do people ask most often about your project (and what answers do you give)?
Common questions are likely to include: Is PHC software or consultancy? How is it different from existing project controls? Will it expose the company publicly? Who can see the data? Does PHC replace management? How much client time is required? Can it work with existing systems? What does the 7-Day Review produce? How is independence protected? What evidence exists that it works? Responses should emphasise that PHC is a consultant-supported assurance service enabled by PHC Port, complements rather than replaces management, operates under agreed confidentiality and access rules, and begins with a clearly bounded scope.
MQ07 - Do you have a list of contacts (supporters / organisations)? How many?
There are existing professional, project, humanitarian and public-interest contacts, but no validated current count has been established for this campaign. P1 PHCC should create a clean prospect and relationship register separating corporate decision-makers, introducers, delivery partners and general contacts.
MQ08 - What partnerships would unlock growth fastest (hospital, police, school, local government, NGO)?
The fastest growth would come from credible access to company boards, major-project leaders, CSR or ESG portfolio owners, project-assurance and risk executives, professional-services firms, infrastructure and energy networks, corporate foundations, and respected individuals able to sponsor a first controlled engagement.
MQ09 - What events could you run quarterly (awareness day, clinic day, school session, community meeting)?
Suitable quarterly activities include a PHC major-project assurance briefing, a live anonymised project-health demonstration, a board or executive roundtable, a CSR-to-commercial-project learning session, a 7-Day Review showcase, and a practitioner workshop on concerns, evidence and accountability.
MQ10 - What proof would be easiest for you to publish monthly (numbers helped, photos of deliveries, short story, receipts summary)?
The easiest credible monthly proof is a concise evidence dashboard showing approaches made, qualified conversations, reviews commissioned, concerns and gaps identified, actions prompted, delivery milestones, client feedback, value evidence, continuation decisions and learning applied to the PHC method. Vanity metrics should not substitute for commissioned work or verified outcomes.