Activation Communication Network | The Pass

The cadence register

Twenty-nine named events, end to end

Every meeting, review and report the issued standards name, with its trigger, its attendees and the artifact it produces. Where a document names an event but fixes no cadence or attendee list, this register says so rather than filling the gap.

Event	Trigger or frequency	Attendees	Output artifact	Source
Growth-to-Activation handover	Once, week -2	Growth to Activation lead	Handover pack, reviewed line by line	I-01 s5, I-02 A1
G0 award gate	Contract award	Growth, Activation lead, operating company president	Gate decision; account leader named	I-01 s4
Client kickoff	Once, week 1, 90 minutes	Client decision-maker, day-to-day, clinical and finance contacts; Activation lead, account leader, activation chef	Kickoff record within 2 business days; action list both sides; stakeholder map; deviation log; menu concept date	I-04
Site survey at peak service	Once, week 1	Activation chef	Photographic survey; equipment inventory with condition; capital gap list	I-02 B1, B2
G1 plan lock gate	Week 2	Activation lead with the client	Signed twelve-week plan; locked critical path; taper written in; deferral list with client signature	I-01 s4, s12
Weekly transition status meeting	Weekly from week 2	Activation lead. Other attendees not stated in the corpus	RAG status against the date; checklist reviewed, never blank	I-02 s1, A6
RD nutritional adequacy review	Once, week 6	Clinical	Dated RD review; required evidence at F803	I-02 D4
Culinary Council approval	Once, week 7	Culinary Council	Menu approval. The gate on the culinary critical path	I-02 D5, I-06
Dry run	Once, week 9	Activation chef, activation lead, account leader	Punch list with owners and dates; test trays; timings verified	I-02 D7
G2 readiness gate	Week 10	Activation lead; Operations Excellence signs launch readiness	Signed readiness assessment; go-live confirmed or moved	I-01 s4, I-02 H2
Day-one plan publication	Week 11	Activation lead to the team	Published day-one plan and escalation route	I-02 H4
G3 go-live gate	Day 0	Activation lead with the account leader	Service commences under Phoenix3 operation	I-01 s4, I-02 H5
Daily debrief	Daily from day one, days 1 to 7	Account leader, activation team	Punch list worked down; complaints closed individually	I-02 H6, I-03 s2
Weekly debrief	From day 8	Account leader, activation team	Par levels adjusted; record set verified	I-03 s2
The Lineup	Daily from day 8	Unit team	Daily huddle against the Annual Huddle Calendar	I-03 s2
Client weekly conversation	Weekly. Cadence set at kickoff, not fixed by the standard	Account leader and client day-to-day contact	Audited at 90 days under area 9	I-04 s2, I-08 area 9
Client monthly package	Monthly	Account leader to client	Monthly reporting package, issued on time	I-08 area 9
Post-opening audit	Day 85 to 95, unannounced, during service	Independent auditor accompanied by the General Manager; at least three interviews with staff hired since go-live	Same-day verbal debrief; written report in 5 business days	I-08 s1, s2, s4, s6
Gate integrity escalation	Within 24 hours of identification	To the Chief Culinary Officer; reviewed with whoever signed	Escalation record	I-08 s5, s6
Corrective action plan	Within 10 business days of the report	Owned by the General Manager	Corrective action plan	I-08 s6
G4 day-90 exit gate	Day 90	Joint sign-off: Activation, operating company president, Operations Excellence	REC-ACT-007 with eight criteria; passed, passed with conditions, or held	I-01 s4, s8
Written handover	At transfer	Transition team to standing account team	Document with an owner and a date against every open item	I-11 s4
Activation retrospective	Day 100 to 120. Held once, two hours	Mobilization lead and team; GM and Chef Manager; at least one person hired into the unit during the opening; Supply Chain, Clinical and L&D; the 90-day auditor; a facilitator who did not work on this mobilization	Playbook amendment list with owners and dates; written up in 5 working days	I-10 s1, s2, s3
Quarterly playbook-change verification	Quarterly	Not stated in the corpus	Confirmation that amendments were actually made	I-10 s7
Annual cross-retrospective read	Annually	Chief Culinary Officer with Operations	One consolidated set of playbook amendments	I-10 s6, s7
Playbook review	Annually and after every day-90 exit gate	Activation with Operations Excellence	Revised STD-ACT-001	I-01 doc control
Monthly standards review sweep	Monthly	Register administrator	Documents within 60 days of review flagged; overdue named	A-04 s6
Waiver register review	Monthly	Register administrator	Expired waivers renewed, closed or escalated	A-05 s4
Certificate of Conformance	Quarterly	Operating company president	Standards reviewed; register entries complete	A-04 s6

Accountability

Seventy-six activities, one owner each

The rows run on the published seven-stage lifecycle with the checklist phase and the gate carried on every line. The accountable role is taken from the issued documents wherever they name one, which is most of the twelve-week plan.

A AccountableR ResponsibleC ConsultedI Informed

GR GrowthCL ClientAL Activation leadACL Account leaderACH Activation chefOCP Operating company presidentOPX Operations ExcellenceCUL Culinary & ExperienceCLIN ClinicalCEN CenticorHR Operating company HRPLAT Platform leadXC CrossCheck / QualityCCO Chief Culinary Officer

11. Pursuit and saleGrowth owns; Activation is consulted
2 activities+

Phase	When	Activity	GR	CL	AL	ACL	ACH	OCP	OPX	CUL	CLIN	CEN	HR	PLAT	XC	CCO	Source
	Pre-award	Feasibility and mobilization cost input to the pursuit	A		R		C		C							C	I-01 s5
	Pre-award	Culinary showcase and RFP culinary strategy	A							R	C					C	I-01 s5

22. AwardG0. Transfers to Activation
4 activities+

Phase	When	Activity	GR	CL	AL	ACL	OCP	OPX	CCO	Source
P1 G0	Award	G0 gate: mobilization opens	A		R		C	I	I	I-01 s4
P1 G0	Week -2	Growth-to-Activation handover pack received and reviewed line by line	R		A	C		I		I-02 A1
P1 G0	Week -1	Permanent account leader named and confirmed	I		R	I	A		I	I-02 A2
P1	Week -1	Mobilization calendar published and the go-live date set		C	A	C		I		I-01 s4

33. MobilizationWeeks 1 to 11. G1 and G2
40 activities+

Phase	When	Activity	CL	AL	ACL	ACH	OCP	OPX	CUL	CLIN	CEN	HR	PLAT	CCO	Source
P1	Week 1	Client kickoff, 90 minutes, using the standard agenda	R	A	R	R				C					I-04
P1	Week 1	Kickoff record circulated within two business days	I	A	R			I							I-04 s4
P1	Week 1	Client stakeholder map and communication plan agreed	R	A	C										I-02 A4
P1	Week 1	Site survey; existing operation observed at peak service		C	C	A									I-02 B1
P1	Week 2	Equipment condition assessment and capital gap list		C		A	C				C				I-02 B2
P1	Week 2	Menu concept agreed with the client	R	I		R			A	C					I-02 D1
P1 G1	Week 2	G1 gate: twelve-week plan signed, critical path locked, taper written in	R	A	C		I	C						I	I-01 s4
P1	Week 2 onward	Weekly transition status meeting running; red, amber or green against the date		A	R	R		C	C	C	C				I-02 A6
P1	Week 2	Contract deviations recorded and escalated		A			C							I	I-02 A7
P2	Week 3	Staffing model built from the census by level of care		A	C		C					R			I-02 C1
P2	Week 3	Opening kit, smallwares, safety equipment and PPE ordered to the FTE band		I		R					A				I-02 B3, B4
P2	Week 3	Market basket and order guide built; distributor account opened				C			C		A				I-02 E1, E2
P2	Week 3	Capital items ordered with lead times confirmed against go-live		C		R	A				C				I-02 B5
P2	Week 4	Incumbent staff assessment (transitions only)		R	C		C					A			I-02 C2
P2	Week 5	Offers issued and accepted		I	C		C					A			I-02 C3
P2	Week 5	Cycle menu drafted against the brand standard	I			R			A	C					I-02 D2
P2	Week 5	Certification and credential gaps identified and scheduled			C			A				R			I-02 C4
P2	Week 5	Approved supplier files opened; substantiation obtained						C	C		A				I-02 E3
P2	Week 5	Prohibited and restricted products check against the order guide						C	A		R				I-02 E4
P2	Week 6	Recipes entered with costing, allergen tagging and texture levels				A			C	C			C		I-02 D3
P2	Week 6	RD nutritional adequacy review complete and dated				I			C	A					I-02 D4
P2	Week 6	Recipe platform configured; point of sale mapped and reconciled				C			R				A		I-02 F1, F2
P2	Week 7	Culinary Council approval. An unapproved menu is not trained and not served		I		I			A	R				R	I-02 D5, I-06
P3	Week 7	Food safety SOP library and record set issued and placed; legacy forms withdrawn			C	R		A							I-02 F3
P3	Week 7	Station standards posted; emergency preparedness and crisis manuals placed			C	R		A							I-02 F4, F5
P3	Week 8	Production sheets and par levels built				A			C		C				I-02 D6
P3	Week 8	Regulatory crosswalk worked as a readiness checklist			R			A		C					I-02 F6
P3	Week 8	Inventory rules of engagement agreed (transitions only)	C	A			C				C				I-02 E5
P3	Week 8	Onboarding and food safety training delivered against the role curriculum			C			R	A			C			I-02 G1, G2
P3	Week 9	Equipment received, installed and commissioned				A	C				R				I-02 B6
P3	Week 9	Dry run: full production and service at volume, with test trays		R	R	A		C		C					I-02 D7
P3	Week 9	Punch list generated from the dry run with named owners and dates		A	C	R									I-02 H1
P3	Week 9	Texture-modified competency validated for every cook and server						R	C	A					I-02 G3
P3	Week 9	Certified food protection manager coverage confirmed for all operating hours			C			A				R			I-02 C5
P3	Week 10	Clinical continuity verified: texture-modified and therapeutic orders for every resident	R	I	R			C		A					I-02 F7, I-01 s7
P3 G2	Week 10	G2 gate: readiness assessment completed and signed	I	A	R	R	I	A							I-01 s4, I-02 H2
P3	Week 11	Staffing at model confirmed; open roles named with a plan			A		C					R			I-02 C6
P3	Week 11	Opening order placed; opening inventory received, counted and reconciled			R	A					C				I-02 E6, E7
P3	Week 11	Client communication issued ahead of launch	I	C	A										I-02 H3
P3	Week 11	Day-one plan and escalation route published to the team		A	R	C									I-02 H4

44. Go-liveG3. Day 0
2 activities+

Phase	When	Activity	GR	CL	AL	ACL	ACH	OCP	OPX	CUL	CLIN	CEN	HR	PLAT	XC	CCO	Source
P4 G3	Day 0	G3 gate: service commences under Phoenix3 operation		I	A	R	R	I	I								I-01 s4, I-02 H5
P4	Day 0	Activation presence at full strength for day one			A	R	R										I-03 s2

55. StabilizationDays 1 to 89. The taper
14 activities+

Phase	When	Activity	CL	AL	ACL	ACH	OCP	OPX	CUL	CLIN	CEN	XC	CCO	Source
P5	Days 1 to 7	Daily debrief; punch list worked down; every complaint captured and closed		R	A	R								I-02 H6, I-03 s2
P5	Days 1 to 7	Temperature and cooling records running from day one			A	R		C						I-03 s2
P5	Days 8 to 30	Debrief moves to weekly; The Lineup running daily; par levels adjusted to actual production		C	A	R								I-03 s2
P5	Days 8 to 30	Satisfaction instrument collecting			A			C	C					I-03 s2
P5	Weekly	Client weekly conversation; cadence set at kickoff and confirmed in writing	R	C	A									I-04 s2, I-08 area 9
P5	Monthly	Client monthly reporting package issued on time	I		A		I	C						I-08 area 9
P6	Days 31 to 60	Account leader leading, Activation supporting; training completion verified by role		C	A			C	C					I-03 s2
P6	Days 85 to 95	Post-opening audit, unannounced, during a service period, by an independent auditor		I	R			I				A	I	I-08 s1, s2
P6	Same day	Verbal audit debrief to the General Manager, in person, before leaving			R							A		I-08 s6
P6	Within 5 business days	Written audit report with score, findings by severity and the area-10 assessment			I		I	I				A	I	I-08 s6
P6	Within 24 hours	Gate integrity finding escalated to the Chief Culinary Officer		I			I					A	R	I-08 s5, s6
P6	Within 10 business days	Corrective action plan owned by the General Manager			A			C				C		I-08 s6
P7	Days 61 to 90	Exit criteria evidence assembled; corrective actions closed or scheduled		A	R			C	C	C	C			I-03 s2
P7	Days 61 to 90	Client readiness to transition confirmed in writing	R	C	A									I-01 s8.1

66. Day-90 exitG4. Joint sign-off
6 activities+

Phase	When	Activity	CL	AL	ACL	ACH	OCP	OPX	CUL	CLIN	CEN	CCO	Source
P7 G4	Day 90	G4 gate: eight exit criteria reviewed; joint sign-off	C	A	R		A	A				I	I-01 s4, s8
P7 G4	Day 90	Menu confirmed operating to the approved cycle for four consecutive weeks			C	R			A				I-01 s8.1, s10
P7 G4	Day 90	Clinical continuity confirmed verified			R					A			I-01 s10
P7 G4	Day 90	Procurement confirmed in steady state			R						A		I-01 s10
P7 G4	Day 90	Written handover to the standing account team with an open-items list		A	R		C	I					I-11 s4
P7 G4	Day 90	Mobilization cost accounting closed and reconciled against the opening expense model		A			C	I					I-01 s8.2

77. Steady state and methodologyPost-G4
8 activities+

When	Activity	AL	ACL	OCP	OPX	CUL	CLIN	CEN	XC	CCO	Source
Post-G4	Account enters the standard audit, reporting and scoreboard cycle		R	A	C				C		I-01 s8.2
Post-G4	Activation resource withdraws on the agreed taper	A	I	C							I-01 s8.2
Days 100 to 120	Activation retrospective, held once, two hours, with an independent facilitator	R	R		C	C	C	C	C	A	I-10 s1, s2
Within 5 working days	Retrospective written up and circulated, including to the unit hire	R	I							A	I-10 s4
At the retrospective	Playbook amendment list produced: named documents, named changes, named owner and date	R			R	C	C			A	I-10 s3 item 6
Quarterly	Playbook changes from retrospectives confirmed as actually made	C			A					R	I-10 s7
Annually	All retrospectives read together; repeated findings identified; consolidated revision issued	C		I	R					A	I-10 s6, s7
Annually and after every G4	Mobilization playbook reviewed and reissued	A			R					C	I-01 doc control

Two rows carry more than one accountable role, deliberately. G2 is signed by the Activation lead with Operations Excellence signing launch readiness, and G4 is a joint sign-off by Activation, the operating company president and Operations Excellence. Every other activity has exactly one owner.

After go-live

The taper is the communication plan

Presence and cadence fall together across the ninety days. The debrief moves from daily to weekly, the account leader moves from supported to leading, and the Activation lead moves from on site to on call.

Source: STD-ACT-003 section 2. The four bands and their contents are quoted from the standard.

Layer two

The per-account communication plan

Twenty-eight messages across eleven audiences, keyed to the countdown. This is the template an activation team fills in at kickoff, not a description of what usually happens.

1ClientThe four contacts named in the kickoff standard, each on a different rhythm.
12 messages+

Audience	What they receive	When	Channel	Owner	Source
Client decision-maker	Award confirmation and the named permanent account leader	Week -1	Written	Operating company president	I-02 A2
Client decision-maker	Kickoff: scope walked aloud, the twelve-week path, the five gates, what we need from you and by when	Week 1	90-minute working session	Activation lead	I-04 s2
Client decision-maker	Signed twelve-week plan, locked critical path and any deferrals with recovery dates	Week 2, G1	Written, countersigned	Activation lead	I-01 s12
Client decision-maker	Readiness decision: go-live confirmed or moved	Week 10, G2	Written	Activation lead	I-01 s4
Client decision-maker	Exit gate outcome and the open-items list	Day 90, G4	Written, joint sign-off	Activation lead	I-01 s8
Client day-to-day contact	Communication cadence and escalation route, agreed in the room and confirmed in writing	Week 1, kickoff minutes 70 to 80	Written	Activation lead	I-04 s2
Client day-to-day contact	Weekly conversation	Weekly from go-live	Set at kickoff; not fixed by the standard	Account leader	I-04 s2, I-08 area 9
Client day-to-day contact	Monthly reporting package	Monthly from go-live	Written package	Account leader	I-08 area 9
Client day-to-day contact	Contact cadence during weeks 3 to 11	Weeks 3 to 11	NOT STATED in any issued document. Set it at kickoff and record it	Activation lead	DER
Client clinical contact	Diet order routing, the change process and the agreed cut-off	Weeks 1 to 10	Working sessions	Clinical	I-04 s2, I-02 F7
Client clinical contact	Written confirmation that texture-modified and therapeutic orders are verified for every affected resident	Week 10	Written	Clinical	I-01 s7
Client finance contact	Financial model, cost baseline and reporting cadence	Weeks 1 to 11	Working sessions	Activation lead with Finance	I-11 s4

2The workforceTransferred teams are workstream one, not a downstream consequence of the plan.
7 messages+

Audience	What they receive	When	Channel	Owner	Source
Transferring employees	Intent to absorb the incumbent team; day-one pay and benefits continuity	Week 4, at assessment	Group briefing then written	Operating company HR	I-02 C2
Transferring employees	One-to-one conversation with every transferring team member	Within two weeks of assessment	One to one	Operating company HR with the account leader	The Pass, Activation principle 03
Transferring employees	Offer, start date and onboarding schedule	Week 5	Written	Operating company HR	I-02 C3
All unit staff	Brand standards trained and certified, not briefed, before the activation team leaves	Weeks 8 to 9	Curriculum delivery with competency validation	Culinary & Experience with Operations Excellence	I-02 G1 to G5
All unit staff	Day-one plan and the escalation route	Week 11	Published to the team	Activation lead	I-02 H4
All unit staff	Daily debrief, then The Lineup	Day 1 onward	Daily huddle	Account leader	I-03 s2
Staff hired after go-live	The same curriculum the opening cohort received	On hire	Onboarding	Account leader	I-08 area 2

3The people servedMenu continuity first, transformation second.
3 messages+

Audience	What they receive	When	Channel	Owner	Source
Residents, patients and families	Dining transition notice and what will not change in the first weeks	Week 11	Client-issued; Phoenix3 supplies content	Account leader with the client	I-02 H3
Residents, patients and families	Menu continuity through the opening, then phased change	Days 1 to 30	Menus, signage, resident committee	Account leader	The Pass, Activation principle 04
Residents, patients and families	Complaint capture and individual closure	Days 1 to 7, then ongoing	Closed-loop response	Account leader	I-03 s2

4Supply and enterpriseEverything that keeps the account supplied, governed and learned from.
6 messages+

Audience	What they receive	When	Channel	Owner	Source
Suppliers and distributors	Approved supplier files, substantiation requests and delivery schedule	Weeks 3 to 5	Written	Centicor	I-02 E1 to E3
Incumbent suppliers	Sunset notice and cancellation per contract terms	Weeks 8 to 11	Written	Centicor with the client	WB P3
Enterprise functions	Weekly transition status, red amber or green against the date	Weekly from week 2	Standing meeting	Activation lead	I-02 A6
Operating company president	Account leader confirmation, resourcing calls and contract deviations	As they arise	Escalation	Activation lead	I-02 A2, A7
Chief Culinary Officer	Gate integrity findings	Within 24 hours	Escalation	Independent auditor	I-08 s5
The next mobilization	Playbook amendments with owners and dates	Day 100 to 120	Retrospective output	Chief Culinary Officer with Operations	I-10 s3

Before this is published

Nine decisions the documents cannot settle

These came out of reading the issued activation set against itself. None is a drafting error that can be quietly fixed; each is a question with a real answer that somebody has to give. The first one decides whether a criterion at the day-90 gate can be met at all.

The post-opening audit cannot feed the gate it is supposed to feed

The conflict: I-01 makes the audit exit criterion 3 and puts it within 90 days of go-live. I-08 sets the window at day 85 to 95. I-03 places it in days 31 to 60. Three documents, three windows.
Why it matters: An audit on day 95 lands after the G4 gate. Its report is due five business days later and the corrective action plan ten business days after that, so a day-95 audit produces a plan around day 116. Criterion 3 cannot be met at the gate.
Recommendation: Fix the audit at day 85 to 89 so the report exists before G4, or accept that criterion 3 routinely passes with a written condition. Amend I-01 and I-03 to match whichever is chosen.
Owner: Chief Culinary Officer with Quality

The audit has two owners

The conflict: I-01 assigns the post-opening audit to CrossCheck. I-08 never mentions CrossCheck and names the owner as Quality with the Chief Culinary Officer.
Why it matters: The independence requirement is the whole point of the audit. Two owners means nobody is unambiguously accountable for arriving unannounced on day 85.
Recommendation: Name one owner in both documents. If CrossCheck performs it, I-08 should say so; if Quality performs it, I-01 should stop saying CrossCheck.
Owner: Chief Culinary Officer

The retrospective has two windows

The conflict: I-01 and REC-ACT-007 say within two weeks of the exit gate, roughly days 90 to 104. I-10 says day 100 to 120, explicitly after the audit.
Why it matters: They overlap for only four days. I-10's reason is the stronger one: the audit findings are the single most useful input and nobody in the room can supply them.
Recommendation: Amend I-01 and REC-ACT-007 to within 30 days of the exit gate, which contains I-10's window.
Owner: Activation with Operations Excellence

Two documents are numbered ACT-010, and a third ID is used for one of them

The conflict: SOP-ACT-010 is the Activation Retrospective Standard. STD-ACT-010 is Transition Team Scope and Pricing. I-01 s11 refers to the retrospective template as REC-ACT-010.
Why it matters: Document IDs are the citation key. Two live documents sharing a number, with a third ID in circulation for one of them, breaks every crosswalk that points at them.
Recommendation: Renumber before the Activation program issues anything new. Assign from the register, never by arithmetic on the matrix code.
Owner: Register administrator with Activation

Thirty and sixty-day reviews are not standing gates

The conflict: The published lifecycle implies written 30/60/90 reviews. I-11 makes them tier-dependent: Essential none, Standard ninety only, Complex all three. Standard is the stated default for senior living and healthcare.
Why it matters: On the default tier there is no formal 30-day or 60-day gate review, only taper bands and the day-90 gate. Drawing them as standing gates would publish a commitment the standard does not make.
Recommendation: Either raise the default tier to carry all three reviews, or correct the published lifecycle language to say ninety only on the standard tier.
Owner: Activation with Growth

Two referenced standards are not in the corpus

The conflict: STD-ACT-005 Opening Kit and Equipment Standard and STD-ACT-009 Mobilization Cost Model are both cited in I-01 s11 and relied on by I-02 B3, B4 and the cost close at G4. Neither was found in the Drive folder.
Why it matters: I-02 week 3 orders the opening kit against an FTE band defined in a document nobody can open, and the G4 cost reconciliation closes against a model that may not exist.
Recommendation: Locate both or add them to the build. Until then, mark the two I-02 lines as blocked rather than assumed.
Owner: Activation

The transition team standard is a draft

The conflict: STD-ACT-010 Transition Team Scope and Pricing is the only document in the activation set marked DRAFT, pending finance and growth review. Every other document reads Deployed.
Why it matters: Its tiers, its taper durations, its eleven deliverables and its pricing components are all cited as though issued. They are not.
Recommendation: Route it through finance and growth review, or stop citing it as policy in client-facing material.
Owner: Activation with Finance and Growth

The gates and the working checklist do not line up

The conflict: The twelve-week plan opens at day -98 and the 30/60/90 checklist opens at day -90. G1 falls inside P1 and G2 falls inside P3. The checklist carries no gate markers at all.
Why it matters: Two instruments describe the same period in two vocabularies, and the team runs the checklist while the standard governs on the gates.
Recommendation: Add G0 to G4 markers to the checklist at the rows where each gate falls, and open P1 at day -98 so the two instruments start together.
Owner: Activation with Operations Excellence

Four cadences are not stated anywhere

The conflict: The corpus does not state who attends the weekly transition status meeting, what the client contact frequency is during weeks 3 to 11, who performs the quarterly playbook-change verification, or how the 30 and 60-day reviews are composed on the Complex tier.
Why it matters: A communication network that invents these would be publishing preference as policy.
Recommendation: Decide each one and write it into the governing document. They are marked as not stated on the cadence register rather than filled in.
Owner: Activation

Why these are published rather than resolved silently. A network drawn over a conflict encodes the conflict. The honest-uncertainty position is the one the Operational Excellence program took throughout, and it is the reason a procurement team can trust the twenty evidenced answers beside it.

Where this comes from

Built from the issued set, not from memory

Every cadence, gate criterion and accountability on this page traces to a document below. Two standards referenced by the playbook, STD-ACT-005 and STD-ACT-009, were not found in the corpus and are recorded as open decision D6.

Document ID	Title	What this network took from it	Status
STD-ACT-001	Mobilization Playbook	The five gates, the exit criteria, the roles	Deployed
STD-ACT-002	Twelve-Week Transition Plan	Eight workstreams, the weekly status meeting, the dependency chain	Deployed
STD-ACT-003	Activation Checklist and 60-Day Roadmap	The workstream checklist and the taper	Deployed
SOP-ACT-004	Pre-Transition and Kickoff Agenda	The 90-minute agenda, the attendees, the discovery questions	Deployed
STD-ACT-006	Culinary Critical Path for Openings	Eight milestones and the compression rules	Deployed
REC-ACT-007	Day-90 Exit Gate Record	The eight criteria and the three outcomes	Issued
SOP-ACT-008	Post-Opening Audit at 90 Days	Independence, the ten areas, the gate integrity ladder	Deployed
SOP-ACT-010	Activation Retrospective Standard	The room, the agenda, the amendment routing	Deployed
STD-ACT-010	Transition Team Scope and Pricing	Three tiers, eleven deliverables, the pricing components	DRAFT
SOP-GOV-004	Document Control Procedure	Approval, amendment and withdrawal, with clocks	Deployed
SOP-GOV-005	Standards Waiver Protocol	Waiver authority by tier and the non-waivable floor	Deployed
Workbook	30/60/90 Client Activation Checklist	Seven phases, roughly 160 rows, Day -90 to Day +90	Working tool

A note on the workbook and this page. The RACI, the cadence register and the communication plan on this page and in the companion Excel workbook are generated from one source file. They cannot disagree with each other, which is the same rule the Operational Excellence materials matrix runs on: the dashboard is formulas over the matrix, never hand-typed.

XLSX · Download the workbook

The communication network

Two layers, one system

How the program governs itself

What each account communicates

Five gates carry the whole mobilization

Four spines describe the same 188 days

Every line carries a cadence