Five Routes from Capability to Project
Five delivery models help align participation with the need, resources and responsibilities of each party.
Choose the model by responsibility
The model follows the subject and real delivery capacity. Direct delivery fits when the Foundation can provide resources and a lead; complementary capacities call for a precise joint agreement. A defined commission, support for another party’s capacity and coordination with a qualified body each have different responsibility boundaries.
Combine models where useful
A project might start by supporting a local group, deliver some learning jointly and make a responsible referral for specialist work. Each stage then has its own output and accountable party, so no one is presented as making another institution’s decision.
Direct Delivery
The Foundation may fund, organize and manage a project directly under its own responsibility.
Suitable when the Foundation can provide the resources and delivery lead itself. In an illustrative digital literacy workshop, it would assess the need, arrange teaching and premises, deliver the sessions and provide materials and an attendance report. Participants choose whether to take part; the workshop does not guarantee skills or employment.
Joint Delivery
A project may be co-designed and delivered with partners under an agreed governance framework.
Useful when two parties bring complementary capacity. A local group might provide access to participants and a venue while the Foundation designs content and teaching. The agreement should define budget, safeguarding lead, acceptance criteria and dispute route; deliverables could be learning materials and a joint delivery report.
Commissioned or Contracted Projects
Defined public-interest outputs may be delivered under an authorised service contract.
For a defined institutional need, the Foundation could design a project under a clear statement of work. An illustrative commission is a multilingual guide to service access: the client defines the subject and acceptance criteria, while the Foundation researches and produces usable copy by an agreed date. Cost, ownership, data and changes belong in the contract.
Support and Capacity Development
The Foundation may offer institutional support, learning frameworks and advice to local groups.
When the aim is to strengthen another party, the Foundation can provide knowledge, tools, training or defined resources. A social group might receive a volunteer-role register and short training. The group retains operational decisions; the Foundation tracks the support and resources it has accepted. Deliverables are the tool and ability to use it, not permanent management of the group.
Referral and Coordination
Where licensed or statutory services are required, beneficiaries may be prepared and referred to the competent provider.
Where a need depends on another body’s competence, the Foundation can clarify and coordinate the route. In a learning programme, a person may choose to prepare necessary information for assessment by a qualified centre. The Foundation can check that the request reached the right place; admission, treatment, hiring or credentials remain the provider’s decision. The reportable output is a responsible handover and the response received.