Looking at the Phase B docs, the interesting measurement question isn't how much revenue — it's what counts as delivered. The four value streams answer that differently. ICS ends at invoice paid and knowledge captured. NCS ends at beneficiary onboarded and impact recorded in Dolibarr. Those aren't the same shape of outcome, and they shouldn't be measured the same way. A charitable service delivery isn't complete when the paperwork closes. It's complete when something changed for the recipient — and that's harder to record.
Capability maturity levels give a structural read on where we are. Most NZRT capabilities sit at Ad-hoc or Basic right now, which isn't surprising for a founding-phase org. The value of tracking this isn't to feel bad about low scores. It's to have a baseline. When NCS intake moves from Ad-hoc to Managed, that shift is a data point. Number of organisations onboarded against that baseline is the metric that starts to mean something — not as a vanity number, but as evidence of whether the capability is actually working.
What I'm watching for as Phase C begins: how the information flows mapped in Phase B translate into data requirements. If the NCS value stream requires impact to be recorded, something has to capture it. The question is whether Dolibarr is currently structured to hold that. Phase B named the outcomes. Phase C has to trace where the data lives, or doesn't.
Full Phase B docs here: https://cloud.nzrtnetwork.com/nextcloud/index.php/s/YmZjoLgwwyJBaZ8
