Let a machine read the official gazette at three in the morning. The conversation about money, though, is yours.
Money is the taboo of the collaborative world. And its first cause of death. Not for lack of value: for lack of numbers worked out in time.
We are afraid the split will be unfair… so we would rather make ourselves precarious.
The cultural block around money, set out in 2013 and still alive: whole processes held up by the bodies of three people.
If everything rests on the will of a few people, their economic fragility puts the whole process at risk.
Facilitation, documentation and care do not go into the budget. And what has no budget line does not exist.
The call came out, nobody saw it, it closed.
Funding opportunities live in bulletins nobody has time to read. The commercial work nobody did is the innovation nobody gets paid for.
Three clerk functions. Every number is editable and yours; what the AI does not know is marked ?, never estimated in silence.
With invisible work as budget lines of its own (facilitation, communication and documentation, care and conviviality) and the margin rule applied: add 50% to the cost, take half off the ambition.
It reads the official gazette, regional bulletins and European calls every night and returns only those that fit your positioning, with the skeleton of the form pre-filled for you to complete.
The accounts of the process, publishable in six figures any participant can follow: who contributes what, what it is spent on. Economic transparency is part of legitimacy.
The Visible Budget: the process costed for real, with invisible work in plain sight, and the radar that lets no call slip by.
| Previously invisible workProcess facilitation (design + 14 sessions) | €9,600 |
| Previously invisible workCommunication and documentation (minutes, report-backs, outreach) | €4,800 |
| Previously invisible workCare and conviviality (meals, welcome, accessibility) | €1,900 |
| Venues and materials | €1,200 |
| Prototype in the square (2 months, low cost) | €3,000 |
| Coordination with municipal departments | ? € |
| Reality margin (+50%: “it always costs more, because we do this out of vocation”) | €10,250 |
| Defensible total for the process | €30,750 |
Note from the method: what has no budget line does not exist. If the promoter cuts, ambition is cut (fewer cycles), never the lines that sustain people.
Radar of funding calls · this week
The third object, the Clear Ledger, publishes the accounts of the process in six legible figures (who contributes what, what it is spent on) for the public report-back, and so that economic legitimacy does not depend on blind trust.
The Quartermaster prepares the numbers; the conversation about money (with the promoter, with the team, with the neighbourhood) is yours to have.
Facilitation, documentation and care appear as budget lines of their own, and prominent ones. Budgeting for them is how they come to exist.
No budget line estimated in silence. The question mark is information too, and it is resolved by asking, not by filling in.
The ideal candidate: a team about to budget a process, or one that has spent years not daring to budget it for real.
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