Vision
Where we want to be in the future.
Community risk · litl app
Turn evidence into a shared picture of risk.
A practical, browser-based workspace for exploring community risk and connecting what you know to the plans you make.
About the app
Planning that stays connected to the evidence.
Community risk planning can become fragmented across spreadsheets, reports and separate conversations. This app creates one place to structure the evidence, compare risks and make the reasoning behind priorities easier to see.
It is designed as a thinking tool rather than an answer machine. Use it to support professional judgement, challenge assumptions and build a clearer line of sight from community context to action.
The golden thread
One connected framework, from strategic vision to everyday delivery.
The app brings strategy, departmental planning and performance monitoring into one place. Each layer shows what it contributes, how success is measured and what needs to change.
Mission
Why we exist and how we create value.
Values
Safety
Integrity
Collaboration
Innovation
Excellence
Goals
What we aim to achieve.
Goal 1
Goal 2
Goal 3
Goal N
Strategic objectives & KPIs
The key areas of focus that will drive our goals and define what success looks like.
Strategic
Objective 1
Objective 1
Strategic KPI(s)
Strategic
Objective 2
Objective 2
Strategic KPI(s)
Strategic
Objective 3
Objective 3
Strategic KPI(s)
Strategic
Objective N
Objective N
Strategic KPI(s)
Gather context
Use four evidence sources to understand what the organisation must be ready to address.
INCIDENTS
- Identify hazards
- Identify hazardous events
- Assess community and business impact
PESTLE
- Political • Economic • Social
- Technological • Legal
- Environmental
STANDARDS
- Regulatory requirements
- Industry standards
- Best practice
BUSINESS CONTINUITY
- Identify disruptions
- Identify affected services
- Complete impact analysis
Gap analysis: define requirements
Translate the outcomes from hazards, PESTLE, standards and business continuity into the business requirements needed to respond.
RequirementState the capability or outcome the business needs.
OwnerAssign accountability.
Assurance KPIsAdd optional measures.
Evidence linkKeep the source visible.
Response effectiveness
Identify the mitigations already in place for each requirement, then score how effectively they provide the required response.
M1No mitigation in place
M2In place but ineffective; significant gaps
M3Partially effective; gaps affect delivery
M4Mostly effective; minor improvements possible
M5Effective mitigation in place
Monitor
Where the response is sufficiently effective, keep the mitigation under regular assurance and review.
Gap
Where effectiveness is incomplete, record a gap and combine risk score with mitigation effectiveness to set its priority rating.
Core activities (BAU)
What we do every day to operate effectively.
↗ OPERATIONAL KPIs
How we measure delivery of our core activities.
How we measure delivery of our core activities.
PlanPlan and prioritise work
DoExecute and deliver activities
CheckMonitor and measure performance
ReportReport and communicate results
Continuous improvement
How we improve and create value over time.
▣ PROJECTS / WORKPACKAGES
Specific work packages with defined timelines to deliver improvements.
Specific work packages with defined timelines to deliver improvements.
IdentifyIdentify opportunities for improvement
DefineDefine scope, outcomes and success measures
DeliverDeliver work packages and manage milestones
ReviewReview outcomes and capture learning
Achieve results
Deliver value, manage risk, and achieve our goals.
Plan · Do · Check · Act
How the framework aligns with the PDCA cycle.
The framework turns planning, delivery, review and response into a continuous management cycle—connecting everyday work and improvement activity back to strategic goals and objectives.
Set direction and organise delivery.
Strategic goals, objectives and the operating context shape plans for both business-as-usual core activities and continuous improvement. They establish priorities, intended outcomes and the measures that will show whether the plan is working.
Deliver the work.
Departments and staff carry out core activities, monitor operational performance measures and deliver continuous improvement projects against agreed actions, owners and timescales.
Review performance and assurance.
Reports periodically review operational KPIs against their linked strategic measures, KPIs and objectives. Assurance measures test whether the operating context is being managed and identify change, while milestone and exception reporting monitors improvement project delivery.
Respond, learn and adjust.
Where operational measures are not supporting strategic KPIs and objectives, action is taken. Changes in assurance measures are addressed, project plans and timescales are adjusted, and the application is updated so the next planning cycle reflects what has been learned.
Supporting effective delivery
More than a plan: see the work through with 3PM.
The app incorporates a simple Portfolio, Programme and Project (3PM) model. In practical terms, it lets teams manage each piece of work in detail, coordinate related projects, and give leaders one view of whether the overall improvement portfolio is delivering the strategy.
Manage the work.
Define the case for change, scope, owner, milestones, resources, benefits and dependencies. Track progress, risks, issues and decisions, then submit dated highlight reports so the current delivery position is clear.
Join up related change.
Group projects within a Continuous Improvement Programme. Programme owners can see their linked projects together, coordinate dependencies and focus on the combined outcomes and benefits they are intended to achieve.
See the whole picture.
Bring the latest project reports into an overall CRMP view. Leaders can compare delivery health and strategic alignment, spot exceptions and decide where attention, capacity or intervention is most needed.
Projects reportManagers record progress, delivery health and exceptions.
Programmes coordinateOwners connect projects, dependencies, outcomes and benefits.
The portfolio informs decisionsLeaders prioritise, intervene and keep delivery aligned to strategy.
This closes the loop. Evidence does not stop at identifying an improvement: it stays connected to accountable delivery, regular reporting and the decisions needed to achieve the intended result.
Standards support
Designed with compliance in mind.
The framework and app are being developed to help organisations organise evidence and management activity that may support their own compliance with three ISO standards. This is a work in progress: the app is not certified, and using it does not demonstrate or guarantee conformity. Each organisation remains responsible for interpreting the standards, operating its management systems and obtaining independent assurance where needed.
ISO 9001Work in progress
Quality management
The shared context, objectives, measures, ownership and PDCA structure are intended to support a process-based quality management system and evidence-led improvement.
- Connect objectives to operational KPIs and delivery.
- Record gaps, actions, owners and intended outcomes.
- Review performance and feed learning into the next cycle.
ISO 19439Work in progress
Enterprise integration
The golden thread is intended to provide a consistent view from organisational purpose and context through to processes, projects, responsibilities and results.
- Make relationships between strategy and delivery visible.
- Use common structures across departments and planning levels.
- Support modelling of the organisation's current and intended state.
ISO 22301Work in progress
Business continuity
Hazard assessment, business impact analysis, dependencies, ownership and review are intended to help continuity considerations inform priorities and improvement work.
- Capture disruption scenarios, impacts and affected services.
- Link continuity gaps to accountable plans and actions.
- Monitor measures and revisit arrangements as context changes.
Evidence to action
See the gaps. Give them an owner. Close the loop.
The risk and assurance framework collects evidence, defines organisational requirements and reviews how effectively they are being addressed. Where the evidence reveals a gap, the app connects it to the relevant strategic objective and assigns departmental ownership.
Departments can then plan the core work or improvement project needed to address it. This creates a visible line from the original evidence and community need, through the strategic priority, to an accountable owner and a measurable response—making gaps easier to identify, plan and rectify.
Consultation content
Present the organisation’s Strategic Community Risk Management Plan clearly for public and stakeholder consultation.
Department plans
Provide the delivery detail: owned activities, improvement projects, actions, dependencies and timescales.
Performance dashboards
Define the scope of strategic and operational KPI reporting so progress, delivery and improvement can be monitored together.
How to use
Start small, save locally, return when ready.
Open a workspace
Launch the app in your browser and begin with a focused area, risk or planning conversation.
Work through the evidence
Add what is known, record judgements and use the prompts to make gaps and assumptions visible.
Save and share
Save your work as a .litl file on your device. Reopen it later or share the file with a trusted colleague.
Case studies
How is it working in practice?
I would like to share real examples of how people use this tool: the problem they started with, how they adapted the framework and what changed as a result.
If you are trying it in your organisation and would be happy to contribute a future case study, please get in touch on LinkedIn ↗.