This page documents every change made to the confidential proposal in response to Laurence Hugo's email of 12:30 PM. Each item flags what was changed, where it lives in the proposal, what remains for the next working session, and where Carla needs Laurence's final sign-off before lodgement.
Twelve items raised by Laurence. Ten applied directly to the proposal documents; one noted but no document action required (LWD domain ownership); one open decision that materially affects the budget (Lisa Liaison FTE and Year-1 fundraising target uplift). Read these alongside the updated Structure and Theory of Change pages.
Raised by Laurence — confirms naming.
Laurence owns the lifewithoutdebt domain personally. "Life After Debt" was the preferred alternative but is held by a (dormant) commercial competitor. Decision: proceed with "Life Without Debt" as the registered name of the CLG and the public brand. Laurence may approach the holder of "Life After Debt" as a courtesy enquiry; no dependency on the answer.
Raised by Laurence — leadership realignment.
Org chart, JDs and OPEX budget have been rewritten:
Raised by Laurence — cradle-to-grave client relationship.
The two separate roles in the original draft (Year 1 Intake Coordinator + Year 2 Case Manager) have been merged into a single Client Case Officer hired in Year 1 from Q2 at $72,000 base. The first person a client speaks to stays with them all the way through to creditor resolution and post-close follow-up. Where the role-holder is suitably qualified and AFCA-registered, they also conduct first-line negotiation; otherwise they pair tightly with the Negotiator while owning the client relationship.
Question from Laurence — meaning of "excess capital".
"Excess capital" now defined as: undirected surplus remaining after (i) the 3-month reserve is fully topped up, (ii) all open client matters are fully funded through to resolution, and (iii) the new Direct Client Support Fund is at its policy ceiling. From Year 3, 5–10% of any remaining surplus is swept into the Room E endowment corpus. The Board sets the sweep percentage each year so endowment growth never starves frontline case capacity.
Raised by Laurence — top-heavy on compliance.
New JD added: Compliance Officer, 0.6 FTE in Year 2 ($48,000), stepping up to 0.8 FTE in Year 3 ($65,920) once LWD's own ACL is granted. Owns the NCCP training schedule, Credit-Representative register, AFCA notifications, IDR/EDR process, ACNC AIS inputs, and the LWD-ACL application workpapers. Dotted line to a Board Risk & Audit sub-committee.
Raised by Laurence — operating discipline.
New Section 09 — Year 2 Licensing & Compliance Roadmap — added to Structure. Maps out quarterly milestones from Y1 Q1 (induct the Client Case Officer as a Credit Representative under CMS ACL 387398) through to Y2 Q3 (anticipated ACL grant to LWD, transition Credit Reps to LWD register). CMS ACL 387398 remains in place as a fall-back so any application issue does not disrupt client work.
Raised by Laurence — how to back-test the score.
Theory of Change now publishes the methodology: client-reported 1-to-10 score at intake vs case closure (headline outcome), back-tested against three public datasets — ABS (Causes of Death, Cancer Data in Australia), Equifax Quarterly Consumer Credit Demand & Stress Index / Dun & Bradstreet Consumer Credit Stress reports, and ABA mortgage arrears and credit-card NPLs (plus APRA Quarterly Banking Statistics). A composite Stress Score is published quarterly as an approximation at launch, recalibrated each year against our growing case register.
Raised by Laurence — case officer collects documents.
Theory of Change journey moved from Five-Stage to Six-Stage Case Intervention. New Stage 2 inserted: Case officer collects supporting documents directly from the client and their family — bank statements, payslips, Centrelink statements, medical reports, creditor letters, mortgage/rental/utility documentation, evidence of hardship. Documents loaded into the CMS before any creditor approach. Old stages 2–5 renumbered to 3–6.
Raised by Laurence — no current government grants in this sector.
Room D description now notes Laurence's prior desktop research finding no current government grants specifically funding debt-mediation-for-terminal-illness. Room D therefore plans on commissioning rather than open grant rounds — PHN palliative-care contracts, state hospital social-work budget reallocation, and DSS Community Services pilots. Liaison + CEO will continue scanning grant rounds quarterly; any open round is upside.
Raised by Laurence — surplus deployment for renters and short-term holds.
New ring-fenced fund added to the Surplus Reinvestment Policy and to the new Programmatic Expansion section. Covers short-term rent (up to 3 months bridging), utilities (pay-direct to retailers), food & essentials (Foodbank / OzHarvest partnerships), medical out-of-pockets and prescriptions for the index illness, and supports mortgage / car payment holds negotiated by the Credit Rep. Per-client cap, per-category cap, Board-approved hardship rubric, annual external audit.
Raised by Laurence — borrowed from the child-sponsorship model.
New program added to §10 Programmatic Expansion. With explicit written client consent, a 1–2 minute private reflection clip is captured at Stage 6, paired with an LWD-prepared narrative cover (debt resolved, creditors negotiated, anonymised where the client prefers). Shared only with major sponsors / donors who have signed a confidentiality undertaking. Strict consent guardrails: opt-in only, written consent specifying sponsor tiers, time-limited (5 years default), withdrawable at any time, full pseudonymisation option, never released until the case is closed. Hosted on a secure portal with single-link expiry and per-donor watermarking. A new Client Storytelling Policy will be drafted before the first clip is produced.
Raised by Laurence — top Australian killers, plus long-term medical hardship.
§10 Programmatic Expansion now lists the disease-specific peak bodies the Community & Medical Liaison will work with — covering Australia's top causes of death and major long-term-illness cohorts: dementia, heart disease, lung / colorectal / pancreatic / prostate / breast / blood & lymphatic / liver / ovarian cancers, diabetes, kidney disease, MS, Parkinson's, MND, chronic respiratory disease. Co-funding hypothesis documented: "The Cancer Council could cut its financial support budget in half by supporting LWD." Each peak body relationship is treated as a Room F (Health Sector Partnership) opportunity.