A solidarity intervention can support a member and commit common resources. The economic assessment should make visible the risk the network takes on and what conditions may limit it. The value of intent does not eliminate the need to know the effects on other activities.
I propose to distinguish the expected benefit for the member from the expected benefit for the cooperative. They can be linked, but require specific explanations. The possibility of the intervention and its discipline must be verified in the concrete framework; here the way of preparing the management evaluation is concerned.
In a hypothetical example, an organizational aid may allow you to complete orders already acquired. Support without a recognizable activity to be recovered presents different conditions. The evaluation should describe what makes the result plausible and what information remains uncertain.
The limit of resources and times of verification must be understandable. Solidarity becomes sustainable when it can be discussed through purposes and consequences, preserving common capacity. The decision requires a reason proportionate to the risk taken and a reading of the available alternatives.