The ™ (CGB) project plan has evolved over the course of several years. This document details the philosophical and strategic underpinning of the project, as well as context for our current situation and plans for completion.
The diagram below is intended to reflect dependencies only — not importance, elapsed time, size of task, historical order, concurrency, or anything else. Each layer provides a conceptual, legal, or practical foundation for the next higher layer. Furthermore, the diagram is intended to address only the Common Good Bank system overall. For example, in conducting the project the Nonprofit Sponsor also requires human systems, IT development, business plans, and funding, but where these things are listed in the diagram they refer to the Common Good Bank system — not the organization creating that system or any of its committees.
Since the project is continuously evolving, so too this document will be continuously updated to reflect new developments and plans. While it is healthy to revisit ALL aspects of the project from time to time, we expect that decisions made near the beginning (generally this means nearer the bottom of the diagram below) will change more slowly and reluctantly than those made more recently. Nevertheless, the entire model is a work in progress and constructive criticism is always welcome. Anything that doesn't kill an idea makes it stronger.
Many of the design components described briefly here have a long history of discussion and reasoning. This document attempts to balance brevity with clarity, so that the reason for each feature is listed here briefly if at all, with more extensive reasoning to be expounded elsewhere, as needed.
In contrast to an evolving strategy designed to address a specific cause, the Common Good Bank project strategy is more like an engineering project. Strategy came first, then design, and finally the current stage — implementation, which is complex and involves a number of challenges. In particular, the challenge of finding adequate funding for implementation requires a flexible and evolving strategy of its own. That challenge is the primary focus of our efforts in 2010.
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"Recall the face of the poorest and the most helpless person whom you have seen and ask yourself if the step you contemplate is going to be of any use to that person. Will he or she be able to gain anything by it?" — Mohandas K. Gandhi
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