Notes to UN Summit SDG, September 2023


Dear friends,

In Prague on November 22, 2023


I followed the UN Summit 2023 preparation and implementation, dedicated to the Sustainable Development Goals (SDG) and other topics. Participation in the discussion and at the Leaders' Diablos (LDs) series, including views on preparing the new UN Charter, was very beneficial for me. Although I was more in the role of an online observer, I was very interested in the parallel text discussion on the by-side window of the screen. Fast, to the point, and authentic action.

It is further progress in getting me to know UN for We Need (UN4WN). It helps strengthen W&W ties (web and open webbook until 2025,, where the previous contributions of the Challenge (July 2023) and Challenge Twin Summits (August 2023) are available. In the link to W&W content, a new series of challenges is introduced, which, quite logically, but not as the original intention, is related to the issue of the creation of a new UN Charter. The following challenge describes the technical-organizational topic and offers other paths to see the new UN Charter drafting from different points of view.

Figure N01 UN Summit SDG 2023, September 2023

Charter figure 1

The 2023 Summit confirmed a standard (settled) view of the risks that are a severe threat, called for deepening work on the SDG program until 2025, opened questions about the role of the UN in this environment and specified the terms of reference for follow-up work. Their content (space) and scope of assignments are shown in Figure N01. It offers a view of the principal risks of the Human and Nature on Earth and in Space in an environment that the author of the text calls the Great Triad (GT).

It represents a holistic (philosophical) direction of looking at the tools of the Human, including the SDG, which they have, can have in the necessary quantity, and can develop others to permanently strengthen the safety and quality of his/her life together with Nature on Earth.

The severe second area of the problem was the question of how to manage this complex of tasks in the spectrum of the obligations of the UN organization to its stakeholders and how they and in what structure of participation they apply for the fulfillment of accepted tasks.

These stimuli and the tasks related to them align with the works of W&W. They reveal three new perspectives. They include three Objects in one whole formation (Earth, Nature, Human). One of the three Objects, the Human, he/she is represented in the total (estimated) number of about 7 billion people in the As-Is stage in 2025.

The base unit of the SPC Concept is represented by a model of a province with nearly one million inhabitants. These base units distribute Earth's populated areas to 7 million province models worldwide. It is the basis of the logical structure to break down the total comparable units with full cultural, political, economic, and defense respect to the roles of the states and their structures at each As-Is stage.

The Human is a child of Nature. Generally, payments for a product, service, or work are as old as he/she has been doing business. At the beginning of trading, there was only virtual money (projected into barter trading). Later came coins, followed by paper money, and now electronic money is looking for its position. It cannot be ruled out that AI will cause Man to return to a new, higher form of trading without using money (in the current sense).

All of these can come. However, the added value for the buyer must be legible and verifiable, and sellers must recognize the reimbursement of costs and the profit they are claiming. It follows that the mechanisms of transparent circulation of the bearer of value, money, with the participation (in cooperation) of a specific (countable) set of addresses in the hierarchy of individuals, teams (e.g., families), and collectives (e.g., businesses) are primary. Further details are further elaborated in the chapters of this text.

Figure N02 An Object, the partner of the GT - the Human, and a comparison of his/her life (via blood)

Charter figure 2

A general outline is already given in Figure N02. The Human is a "child" of nature and is the only animal species that can look at itself, realize what it is, and how it develops. A simple example is a look at one's own body and the transfer of this view to other functions. Figures show the relationship between the meaning and function of blood circulation in the body of people and money (their financial value) for running and developing people's economic life and their security in the GT environment. The assignment is to find the "Head," the system that needs it for its functions, management, and development.

Look at these presented samples. On one side, it is the heart, lungs, and brain for the life of the Human. On the other side is about his/her organization, projects, and communication operations. It is the budget, governance, and economy. To the first question, to find the "Head," we already have the answer: it is the system.

The schematic drawings in Figure N02 answer the second question. They remind us that healthy blood circulation is essential for everyone’s life, the entire human population, and the Human (the core unit of one of three Objects in the GT). The best way to think through these schemes properly is to read the entire text of this article and once again return to the parallel of the blood and money systems.

Summary of reasons (risks) for success

The following text reminds us of the thesis: when a person already knows what to do to develop and protect himself (Figure N01), he must also know how and with what means and tools to do it (Figure N02). Most of the human population agrees on what must be done. These are fundamental problems (e.g., floods, droughts, wars); who would want these problems in their village, city, or home?

Common knowledge suggests that it is otherwise. When a way to deal with these problems begins to emerge, as quickly as a wave of enthusiasm for cooperation and tackling the problem comes, it also fades just as quickly. We keep seeing the same mistakes, even with simple tasks that are methodically and organizationally mastered today, do not require technology, and can be solved financially.

It still applies that if there is a lack of preparation, no routine work will not replace this fault. The lack of preparation is the conscience (shadow) of the present too fast running time: (e.g., the progress of a work is stalling, or the proposed solution is on the table but remains unfulfilled, or the work started remains unfinished, or when it is completed, it does not meet the specified parameters). Arguments like there was no time and no money are just excuses.

These should expire during the preparation of the project and not until its implementation time. Implementation time must be an orchestrion performance with no attorneys (advocates) present when the performance is over. Indeed, in all activities in organizations, projects, and communication, it is correct and possible (appropriate) to involve prevention, to prevent errors (e.g., avoid corruption and theft), and remind and respond on the foresight (e.g., remember the possibilities of recycling material inputs).

  • The first is the indisputable lack of liquid money. Financial means to improve living conditions, to stop emerging crises and to protect people, their property, livelihood, and good mood.

  • The second factor is usually the finding that events in the territory (in a specific environment and locality) lack a "Head." It can be seen how the local way of governing and the order of economic life is unstable. How leaders and their constituents do not have time to solve the stimuli caused by the requirements of the organization, the project, or the way of communication.

  • The third factor comes to everyone's mind at the time of critical events, after disasters, when they see the resulting impacts with their own eyes (e.g., earthquakes, floods, fires) and realize that they have already seen the same thing last year, in previous years, or people have been talking about similar misfortunes for generations. Then, their attention, and vigilance are dampened, awakening takes longer, and unpreparedness leads to chaotic decisions.

It's always the same. It does not matter whether it is villages and surrounding agricultural production, cities and their industrial zones, or megacities and their peripheral areas. In other words, we will see the same picture both in specific places in detail and in the global view, if we take the trouble to "break" them into the necessary details.

They differ in the scope, size and depth of impacts and the degree (power) of unpredictability of events that have already occurred. If we leave out the effects of synergy, we can describe (characterize) the totality of the effects of events that influence operation, development, and security wherever the Human acts through his organizations, projects and communication using the three factors mentioned above.

The priority is knowledge about the territory (Earth), preserving the biological essence of life (Nature), and the sustainability of human existence. This priority emphasizes understanding the environment (in local conditions and a global dimension). In other words, we highlight the collection and management of data and the "Head," the system built by voters and their leaders.

So that the "Head" has the tools for managing its budgets and, through them, releases and settles all ad-hoc and planned financial operations in the manner of a proper householder. It is a hierarchy of events taking place and can already be predicted today, with today's tools, with sufficient accuracy. The reasons mentioned above (risks) for the success of the proposed challenges are described in the article in three separate chapters.

  • The first Chapter follows up on the questions of how to perform the SHIFT from established social attitudes and the unevenly developing impacts of the development of science and technology to the new conditions faced by the Human in the 21st century. The text says that whatever this Shift concerns (will concern) is in the hands of the Human. He/she will do this through their organizations and projects in mutual communication. He/she, as a voter or leader, will set (they are the owner of their chance) everything up in their democracy. How they, especially in the place (e.g., the province and in cooperation with the state to which they belong), systemically and materially (in detail) set the social and ethical values of their development and protection methods.

  • The second Chapter aims to look at SHIF through the eyes of an observer in the GT. In the scale of this Chapter, it is any one of us, people in As-Is time, as we see what we want or need to see, in the form of me, my team (family), or our common collective, village, city, province, state to our familiar UN. Dialectical diagrams are used for description. The goal is to combine the content of the written text with the choice of the logical structure of the cycle of the main milestones of the problem (task) that is described. The Chapter deals with four problems (tasks). He perceives the problem as an object on the table, and the task is to decompose (break) the object on the table into the necessary details, get to know it more profoundly, and propose solutions (the task here is not a project). At stake is seeing a SHIFT in people's behavior, preparing a new UN Charter, understanding the role of the project, and grading for global needs.

  • The third Chapter shows examples of SHIFT on selected examples. These three examples create one unit (from detail to target solution) for a Low-Income Country (LIC) environment. All presented facts are only in the context of this Chapter. The main posting of this Chapter is a problem (tasks) presentation that has the potential to SHIFT the Human (his/her) through the risk environment of the GT. The example of migration and its impacts on refugees is not new. At present, it is both the effects of climate change and other consequences of the deterioration of living conditions already in large areas (in terms of area and number of inhabitants). Economic and health problems are related to this, as education lags the widespread dissemination of new technologies (mobile phones, computers, handguns, and other stimuli for unknown risks). The share of "economic migration" is growing. The effects of these increasingly global events will likely be the main force behind the new project paradigm (linked to AI/ML) that permeates all three Chapters below.

1 Introduction of tasks

The Model of the GT enables views on the three positions of Man: environment, security, and development. The first, established view notices the deterioration or improvement of the conditions for the life of Man, always to the As-Is state. The priority is how he/she sees threats, benefits, and risks. The second, overlooked, already more holistic view, considers (perceives) all three partners' threats, benefits, and risks.

The third view includes the development requirements and the functions of the existence of all three partners in one standard environment. It is holistic; it considers when he/she causes the threats themselves (by pollution of the atmosphere, water, and land), abuses the benefits (by unbalanced consumption, selfishness, wars), and underestimates the risks (by political blindness, lack of education and lack of communication).

The Human is one of the three objects in the GT model. To survive in all three positions (in its complexity from 7 to 10 billion individuals), he should know what he is doing and what tools he has at his disposal. The leaders determine what he/she does, and the voters elect the leaders. The model of the Object of the Human in the GT is the conscious driving force of his/her on their path to their goals.

The GT model evaluates the past through accumulated data and turbulent (live) information, inputs to a specific As-Is phase. It responds to procedures tested by the thousand-year practice of the Human, which wholly or consciously accidentally led to the evaluation of threats, benefits, and risks and their impact on the formation of the expected future. Each of his/her views (decisions) on the common To-Be, and they have only those inputs accumulated at the decision date in the As-Is time.

The following questions can provide a closer look at the causes, content, and dynamics of Human decision-making in the GT model:

  • How do leaders and electors (constituents) of leaders feel about the gifts of life that come from Nature and the Earth?

  • How do we understand the relativity of the length of existence and the size of the power of individual partners in the GT?

  • How do leaders, and electors of leaders value their second signal system (Pavlov) among themselves and in the GT environment?

  • How does a leader, voter (stakeholder) stand as an individual, team or collective in this risky environment?

  • What is the current relationship of leaders and their voters to the importance and need for philosophy?

The questions are unconventional, on purpose. They invite the reader of the text to look in advance and think about the GT model. The goal of the invitation is not to add work but to compare the breadth and depth of the holistic view of the Human on his/her As-Is phase (for example, in the sense of looking back at the perception of the role of philosophy in the contradictory time of Aristotle or Confucius).

Ultimately, the thesis that problems are meant to be solved and not postponed could win out. Very simply. The Human as an object of GT has external and internal problems. External problems can include climate change, and internal problems can be simplified to the relationship of the souls of the Humans in the polarity model of Homo Sapiens and Homo Diabolis (HS&HD) and Chapter C6 in W&W.

This simplification does not work with behavior status indicators and measured value indicators. It is built on the bottom-up integrity of information that leaders and their constituents live with and respond to sensitively. What is decisive is the spin of behavior in an individual's head during a family function or in collectives (a crowd of people). With positive spin, HS dominates, with negative HD.

1.1 Practical examples

This approach sets the stage for work in the global space at the level of "big data." The same reasoning applies to working with I = PAT or Kaya identity formulas. It is essential to understand the content of the solved problem, capture the main trends, and understand the hierarchy of their parts. These are problems locally (in cities and rural provinces) and globally (atmospheric humidity and temperature, abundant fertile land, cleanliness of waters and seas). In this context, we discuss the integrity (holism) of views on the problems around us. It is essential to see this and simultaneously understand how to monitor and control integrity (e.g., through the Integrity Audit; this is an example from 2007. I apologize that the linked article is only in the Czech language).

The Human has accumulated knowledge (methodology) supporting the growth of the productivity of the work of his organizations, mutual communication, and projects. He developed technologies supporting quantitative and qualitative changes, new equipment, development, and security of settlements. For example, how to allow any living creature access to water. Let us recall these other simplifications:

  • Water flows from top to bottom; any judicial leader or their constituents will not dispute this naturally, but when it comes to the rights of access to water, social laws fail, and lawyers/solicitors get a lot of work. What's wrong is that limited access to water causes wars. Wars are fought over water; instead of people building aqueducts, architects of war gain precedence over architects of aqueducts.

  • Gravity is the basic principle (law) for the behavior of objects in the GT. It determines how water works (provides services) for the Earth, Nature, and the Human. Gravity determines the behavior (reaction) of the Earth to water (e.g., the function of the atmosphere, erosion of rocks), of Nature to water (e.g., the evolution of all living species, the flow of rivers and streams), and of the Human and his reaction to water (e.g., to drought, to floods) and, for example, for investments in the construction of aqueducts that he/she needs).

The above simplification says that all principles stand on natural laws and equally (in the sense of justice) for all GT objects. The Human who has acquired his/her second signal system (a prerequisite for his/her reason) supplements the laws of Nature for their needs and calls them social laws. The answer to who explicitly makes these supplements (social rules) at the As-Is stages and is responsible for them in the To-Be stages is unclear or simply unsearched.

1.2 Leaders and the voters (constituents)

In the GT model, in the Object of the Human, they are leaders and voters. They respond to legal (cultural, law) interactions within their Object in GT and create virtual and still one-way links to partners (Nature and Earth), which he/she perceives as globalization effects.

To support the comprehensibility of this holistic vision, the GT model is equipped with the role of an observer. It can be any living creature that sees (perceives, reacts, applies) its being and reactions in As-Is time (spontaneously). Just like he/she in his object Human.

He/she fulfills many functions and, in their development, finds themselves in various situations (e.g., social - misogyny, gender; economic – governance, infrastructure) that they must deal with. Therefore, they need new tools to improve their knowledge of the structure of things around them and to improve their behavior towards them and among themselves. All this in a democratic environment, which humans achieved and continue to improve. The sustainability of this trend is in the power of both leaders and voters, who, all together, are responsible for their destinies.

It is how we get to the picture of a specific methodology, a governance methodology, and skills through developing and protecting the existing structure. How to treat and maintain accumulated things and developed relationships. How to absorb, e.g., AI offers, how to manage the risks of the "inclusion" of human knowledge and skills in a growing globalization. Indeed, what the voter wants, or what he/she must react to, they should decide or accept with the participation of his reason. To be motivated by an offer (of leaders and voters) to participate in fulfilling the milestones of the To-Be stages together and in agreement (without fatal wars).

Both the leader and the voter (the people) are connected in a hierarchy of governance (from the lowest level to the global level, with different weights of power, knowledge, and skills), always in the polarity of behavior, in the relationship of Homo Sapiens (HS), and Homo Diabolis (HD); all with respect for people's morals, ethics, and conscience. The model, according to e.g., Figure C6c.1 in Chapter C6 of the W&W, was created as a practical tool by the author of the text for managing teamwork (in his practice) and has the potential to develop further (e.g., in the session of leaders and voters).

1.2.1 Thinking and Credibility

What is missing from this picture of life? They are common standards, genes of change (in cells and atoms), as Nature (in the living environment) and Earth (in the non-living environment) work with them. The Human is an adult child of Nature. It enriches and awakens its genes through development and security with the help of science and new technologies. He/she works with data and new statistical procedures. The 3E Effectiveness, Efficiency, and Economy (3E) model has the intellectual potential to help people's genes.

Because the Human is not God and in the GT model, he/she is placed in the role of a partner of the Earth and Nature, what they need for their self-discipline is his/her responsibility. They must know his/her genes, arrange them, and learn to live with them.

People (leaders and voters) have a chance for another millennium, even though today they already know that it is only a fraction of time compared to the time funds of Nature and Earth. In this reality, human life is a challenge, and wars continue to degenerate into useless things. Indeed, having a job, friends, and opportunities for pleasure and entertainment is better.

Yes, the problems are significant, and the visions are many. However, there are few quality leaders, and the number of voters is growing, especially those immature for today's world with an undeveloped historical memory (learning along the way). Data samples from well-run elections are woefully few (at the local and national levels). The questions are growing. How can we transform these problems into tasks of the 21st century? How to break free from cycles of elections with endless friction and competition, with a selfish form and little human content.

An exemplary step is the activities of UN4WN. How this team is searching paths for leaders and the education of voters, their transformation for a holistic perception of themselves and their surroundings, for understanding the philosophy and their lives in GT. The author of the text builds on the knowledge gained through the "Leader's Dialog (LD)" discussions related to the SDG Summit, September 2023, and responds to a wide range of opinions, from skepticism that Man has already lost his future to the expressed hope that he/she will find a broader solution to their problems identity and motivation to fight.

In the light of such a broad spectrum (spoken and unspoken) of opinions, even currents of thought, the SDG Summit fulfilled its mission. In the preparation and actual progress of the UN Summit, the SDGs have confirmed that it is possible to deal with positions without structured content, giving birth to all-embracing topics and being fertile ground for endless discussions. A consensual relationship and a path to understanding were already offered by the LD preparation, for example, in this structure:

  1. To scale up actions on critical transitions to accelerate SDG progress.

  2. To build resilience and leave no one behind.

  3. Game-changers: Applying science, technology, innovation, and data for transformative action.

  4. To strengthen integrated policies and public institutions for achieving the SDGs.

  5. To mobilize finance and investments and the means of implementation for SDG achievement.

There will be further meetings related to the preparation of the Summit of the Future, 2024, regarding the discussed topics, their content and complexity, and the evaluation of the wide range of opinions obtained. The first "Road to the Summit" discussion cycle, entitled "Once in a generation, one year left" took place on October 24, 2023. All that remains is to thank everyone who organizes, prepares, and evaluates the preparatory work for the goal with this energy and such a "pull to the goal" UN4WN.

1.2.2 Justice and laws

Justice and laws form a permanent agenda. It belongs to the basic concepts of organizing human relationships. Justice is a regulative idea suitable for the life of people in the People in the GT facility. According to Aristotle, it is one of the most essential virtues he calls "good for others." Justice and the laws bound to it (a set of rules) decorate every document of great importance (such as a charter or a constitution) if these documents stand on a consensual construction of their content. Then, it is about documents based on the concept of fairness.

Justice is a human construct, like most concepts that the |Human has developed and is developing. The ideas of fairness and justice have been and are part of every known human society. Today, we are talking about democracy and laws and rules, which, if someone does not follow, they bear (should bear) consequences. Justice is an ethical principle, and its establishment in governance processes reflects partial social situations in As-Is time and an image of the development of humanity's execution of justice in the Human of the GT Object.

Justice and laws do not only care about specific (direct) topics about "who stole what" or "who and how harmed whom," but also systemic procedures and ways to improve people's lives and strengthen their security. In other words, they care about the behavior of individuals, teams (e.g., families), and collectives (e.g., nations). Always in two positions. Direct and indirect. Direct care of people's behavior refers to organizations, communication, and projects (in processes) that fulfill people's mission, existence, and safety in the People of the GT Object.

In the second position, indirect justice, and laws, as a force of legislation, are no longer equipped to solve the set goals by themselves. The text of the article tries to explain this. As the Human of the GT Object, only people organize their development and security. In the GT environment, the Human has partners, Nature, and Earth, who have no contractual relationship with people (individual, team, collective). Thus, the Human's second, powerful side of the economic activities (contracts) with his partners is missing.

1.2.3 Monitoring and Grading

The formation of a view of tools Man (primarily for education and technology development) opens other new problems (topics), which can be called "intellectual inclusion (InIn)." Not long ago, all issues were dominated by "globalization." Today, InIn is getting a new structure of its own. It is influenced by a holistic approach (wanted and unwanted) in settling debts from the past (in religion, ideologies, wars), power interests, colonialism, and cultural differences).

The existence of the People in the GT facility thus faces another challenge. Very simply, it should address differences in absorptive capacity (for education and availability of tools, for strengthening local financial and capital strength, and for the sustainability of cultural and developmental differences). All this in individuals, teams, and collectives, visibly, all recorded in data in the interval from High Incomes Countries (HIC) to Low Incomes Countries (LIC). Experience shows that only "hard" data is not enough. The space offers internet.

Knowing and working with soft data is not a "Piece of Cake." The article's author was trying to solve the problem of teamwork stability on days when he was engaged in the preparation and implementation of projects. He proposed needing an HS and HD polarity model for the souls of individuals, teams, and collectives monitoring.

The same principle he applied to monitor the physical behavior of natural persons or their clusters (teams, collectives) in the infrastructure projects area. Today, it turns out that this model could also be helpful to any individual with complex views on organizations. Projects and organizations must identify and reveal their risks and emerging errors quickly, in due time, and within the necessary range of effectiveness, efficiency, and economy (3E).

However, suppose designers, managers, and local leaders don't fully view the 3E principles. In that case, they are limited to identifying or implementing changes that could generate weak or less significant risks. Likewise, suppose they have no feeling for local details and have only profound general experience managing an organization or project. In that case, they have difficulty predicting or managing any running or hidden risks. Therefore, strategic decisions and communication in the work environment need a more profound awareness of transforming strategy into a tactic tool.

Overcome Shift from generality (without identifiable responsibility) to processes in detail (with identifiable responsibility). The goal is to "struggle" with many opinions and different views and defend the best. At the point of specific operations (in the synergy of projects and organizations), the 3E indicators can help. Their roles are to strive for a good position in the competitiveness grading. From this point of view, it is surprising how little, inconsistently, and often wrongly, 3E indicators are used.

The opinion that the three E's are insufficient in that they do not represent all perspectives (necessary, actual, even holistic ones) is not correct. We call for standardization and simplifying present sets of several indicators. The author agrees that more specific indicators (other than 3E) should (may) better describe a particular section, a point we check, evaluate, and measure.

But there is an offer of a model in this presentation that allows us to see 3E as the top of a hierarchy of indicators, for which there are others on lower levels, and aligned in a structure respecting international and national norms and regulations tied to more details. Presented is an idea of building a new hierarchical system of indicators.

Therefore, below are more details on indicators, parameters, and 3E indicators; definitions are broad and respect the English sound dictionaries:

  • Efficiency is the ability to produce a desired effect, product, etc., with a minimum of effort, expense in requested time, or minimum waste. Efficiency is the ratio of practical work to the energy expended in producing it (output divided by input).

  • Effectiveness is the capability of producing a desired result or the ability to produce desired output (producing a result that is wanted and has an intended or expected outcome and impacts). If something is effective, it creates an effect even if it takes some unnecessary resources.

  • Economy means for a system (organizations, communication, and projects) to be efficiently and effectively managed, it is necessary to build and maintain needed feedback, keep cycles of processes, and work the financial internal control properly. The economy's efficiency measures how successfully the inputs have been transformed into outputs. The economy's effectiveness measures how successfully the system achieves its desired outputs.

The author's experience shows that it is necessary to work together on the definitions of 3E projects and organizations on the hierarchy of their indicators. We should search for system connections and refine, structure, and simplify the 3E evaluation system of projects and organizations for the work of designers, managers, and leaders. The most simplification to perform for them. And the opposite for computers (machines) to offer algorithms of the "Big Data" operations.

Why do organizations, communication, and projects need 3E operations? All three are central to performance and auditing services (performance, compliance, forensic, and other audits). Perhaps there is also a need to consider why 3E lacks popularity (maybe a healthy business motivation, and rules of competitiveness). We will all understand more if we put the power 3E into the equations of our essential tools: the creation and operation of organizations, the problems and risks of interpersonal communication, and the problems with promoting project thinking and financing (primarily by banks, e.g., project or blending financing).

1.3 Organizations

An organization is a purpose-built unit including one or more people who act in an organized manner for a common purpose (they plan activities or actions, respond to external stimuli and their needs with their organization) in conditions of established practice, usually at their place of operation. They respond to offers of local and international cooperation, compete with equal competition, and resist the influence of capital power, primarily transnational public, and private entities.

Almost all organizations fall under this broad definition. Manufacturing, commercial, financial, legal, service, educational, cultural, interest, health, social, military, and other organizations shape the environment (whole) in which they can be expected to exist as proper stewards. Individually or in networks, wherever they operate. It is an offer to apply a holistic view to the environment in which organizations have the organizational potential to respond to the fulfillment of the 3E indicators.

In a narrower sense, these are organizations whose production, services, and work fulfill the functions of infrastructural governance. This field connects the system with managing the infrastructure serving individual organizations. They are private, public administrative, manufacturing, and non-manufacturing organizations that perform their functions at the local and global level (in municipalities, cities, provinces, states, and organizations, including the UN body).

They are organizations, and their organizational structure and technological equipment in the 21st century have reached a state where the applications of 3E parameters can be calculated. Their performance can be measured and evaluated according to the structure of 3E indicators.

Today, it is already morally and technologically feasible that any organization can carry out transparent (controllable) internal financial operations and be prepared to allow legal traceability of the inputs and outputs of its operations (internal processes with external impacts). Audit processes are methodically sophisticated, and their system applications will only help their sophistication (3E growth).

A holistic view of the hierarchy of all organizations (their wholes) says that the current standards of organizations have the methodological potential (experience) to generate the necessary and ensure the full participation of organizations in tax obligations and guarantees of Human sustainability in the GT environment.

1.4 Projects

A project is planned work designed to find information about something and create something new or improve it. In this broadest sense, a project is understood as a set of tasks that must be completed to achieve a recognizable goal. If the project is equipped with information about how it will proceed and the end date, and at least at the end of it, the consumed resources will be known, and then it is a shift in the right direction towards the logic of the narrower meaning of the project.

In the word's origin, the project informs about the work that needs to be prepared and carried out (implemented) before the work we wish, or need is created. The process associated with this is called "Project Management (PM)," which we currently recognize in two positions, classic PM, and iterative PM (in the sense of a "waterfall and agile" project structure). Agile methodology better responds to the needs of ICT in projects and complements classic PM procedures, including 3E indicators.

In this text, we are talking about projects that prepare and implement processes associated with investments in infrastructure and its management, Infrastructure Governance (IG). These projects can potentially organize and promote the synergy of skills to govern and invest in technical and social infrastructure (e.g., water, energy, roads, offices, schools, hospitals, airports, ports) in a specific territory (cities, provinces).

Organizational projects in developed countries are provided by professional organizations or their parts that deal with the issue of project preparation and implementation. Capital-rich corporations or MIC governments order significant (large) projects in the GT environment (investment in the extraction of raw materials, their evaluation, climate change, waste disposal, and disasters). They are tied to global financial transfers and payments that go (mostly) from banks and governments to local projects.

Involvement of local working capacity (intellectualization and manual) is sought. Under LIC conditions, experience with own projects is small, especially for covering the needs of infrastructure projects. These are mainly small and often insufficiently prepared projects with weak ties to local budgets. It is difficult for them to find the necessary financial resources and ensure their implementation. Prepare projects promising future returns more wish than reality.

The following text relates to the projects on three levels:

  1. The methodology of investment projects, in general, looks for applications built on modern technologies (blockchain, smart contracts) and directs it to the New Project Paradigm (NPP) development.

  2. Transfer of good practice for the search, preparation, and implementation of projects and 3E operations of each work created because of the project. It is about transferring good practice from countries where it exists and is transferable to places where they want to learn this skill.

  3. A practical example of solving problems associated with migration problems. Specifically with the mobility and construction of housing estates under pressure (e.g., natural disasters, epidemics, wars) and in new situations (e.g., in management, sustainability, and grasping the potential of future roots for long-term anchoring of emerging trends).

1.5 Communication

Communication is the act of giving, receiving, and sharing information, be it speaking or writing, listening, or reading. Good communicators listen carefully, speak, or write clearly, and respect different opinions. We recognize verbal, non-verbal, written, and visual communication and listening. They aim to inform, express feelings, imagine, influence, and fulfill social expectations. It connects people, their organizations, and projects across time, always in an As-Is position.

Communication technology is any digital tool you can use to send and receive information. It is involved in the display, processing, storage, and transmission of information and data electronically. For example, the Internet is involved in the global connection of computers, and mobile phones connect people directly. They are fast, efficient, convenient, and easily adaptable to 3E requirements. New media platforms offering services on social networks are emerging.

The key to the development of global communication is freedom and peace in the near space. The space fills up. The first satellite was celebrated in orbit in 1957. Now, we discuss growing satellite networks, competition, risks, and satellites as waste. Satellites support the Internet. According to the UN, approximately 57% of the world's population currently has access to the Internet. The demand is enormous.

An example of this service is Social Media networks (SMs). These allow you to create a personal (corporate) and public (semi-public) profile, share communications, information, photos, videos, run a chat, and other activities. The most famous social media are Facebook, YouTube, X, Instagram, LinkedIn and TikTok.

SMs are (primarily) in the legislative development process and demonstrate an incomplete picture of their advantages and disadvantages (they are open to clients). SMs bring new forms of communication, but also, distort (destroy) the naturalness of behavior, prefer anonymity, and so support rude, obscene behavior, and enable fake news.

Present technology-enhanced communication does not support holistic thinking. On the contrary, it breaks it down with its short message models. The quality of communication is in the speed and attractiveness of the message but not in the context of its content, function, and impact. Holism absorbs the Human in a GT environment.

It means that he/she is perceived as an individual (in a union of body and soul), as a team (at work or family), and as a collective of people living in a specific territory (province, state). There is a lack of a modern communication environment for philosophical thinking for holistic models of the existence of the Human in the GT.

As-Is communication insufficiently accepts (absorbs) models tied to moral and ethical evaluation of material and spiritual activities of individuals, teams, and collectives (e.g., compared to As-Is communication in the time of Aristotle or Confucius, their long discussions enriched with witty, short observations tied more to wisdom than malice).

Communication always deals with the effects of HS and HD polarity. Contradictions in this polarity show that holism can dampen arguments and insults by being fully open to more and more information. Eventually, those in conflict and others around them see how painful and pointless endless disputes are.

It is without a doubt communication (form and content) in the development of democracy, in the election of leaders, and in the fulfillment of the commitments made by them in the exercise of the long-term function of voters, how people (leaders and their voters) can maintain mutual cohesion and respect and develop their education and humility.

Figure 3 offers a broader view of the election preparation and implementation cycle structure, the fulfillment of commitments, their evaluation, and the impact of leaders' performances on their participation in the following election period. It is only a more deeply formulated idea on one side but for LIC it is a serious warning of how it is important to build the country's future, it’s To-Be on a strong and sustainable base of the leaders and their voters.

Figure N03 The structure of an election cycle of responsible leaders and their electors

Charter figure 3
Blue circle with letter A

The election period starts and ends according to a decision of the government authority level (e.g., the Government) and is confirmed by a super audit body (e.g., Constitutional Court, CC).

Blue circle with letter B

Leaders in the candidate position, Representatives of public, private, and nongovernmental sectors, and their offers for the competition for electoral preferences are collected via the structured inputs (e.g., a catalog).

Blue circle with letter C

The communication structure between leaders and their voters (constituents) is built on presentations and dialogues according to the catalog and its indicators of accepted commitments as a critical segment of the electronic election database (on local, provincial, and national levels). Communication among leaders and voters must run in an absolute freedom modus, in the personal responsibility of each voted leader.

Gold circle with letter D

Electoral programs and their indicators are structured by the catalog of accepted commitments by each nominate, grouped by, e.g., political parties.

Gold circle with letter E

Implementation of election programs, a process running through Parliament and offices of Members of Parliament (and Senators), and all super porters and administrative supports. All processes are structured into steps and milestones to report the catalog status and its indicators internally. In half of the election period, they should be publicly presented with existing data scores in the catalog.

Gold circle with letter F

Evaluation of election programs should have three standard phases: ex-ante, interim, and ex-post. Ex-ante evaluations are generally inputs into competition for the leading positions. Interim evaluations are about a set of information to voters and inform the Government as a complex body of the decision-making processes in the country. Any critical disorders must be solved in the competency of the CC (Constitutional Court). Ex-ante evaluation is also (like all evaluation reports according to the catalog rules) prepared by leaders and publicly presented. It is the role of the leaders' opposition to react to all three levels of the leader reporting, especially on the ex-post reporting, and utilize it at the time of the following election preparation and decision-making.

Cycle process description by milestones:

Election period starts (a). It is a decision of the highest authority and its super audit body. Rules (a catalog) for monitoring and presenting the process of accepted commitments are approved. The electoral program is in the hands (d), inputs for evaluation indicators, and the catalog (database) starts running. Leaders and voters are active, and commitment is in the policy processes. Implementation is running through Parliament and offices of Members of Parliament (and Senators), and all super porters and administrative supports (e). Communication between leaders and their voters gained enough data, making discussions more specific. The election period will be closed (f), and in the table, there is enough data for ex-ante and interim evaluation, and the final ex-post evaluation is structured. The election period is ending (1), and the competition on the political platform has needed input (information and data). A new election period can be open.

Note: the proposal of a catalog (rules) is nothing more than a consensus of leaders and their voters on how hard and fast they will prepare and implement the voting cycle in the project technology modus.

Figure 3 suggests how people (leaders and their constituents) can maintain mutual cohesion and respect and develop their education and humility. It offers a broader view of the role of social networks in safety and sustainability and the connected life of Humans in the GT environment. What they should also be about. Only the Human he/she can create such benefits; nobody will do it for them.

The current "peer-to-peer" discussion model is complemented by technological, direct online support through "data-bow" layers (a proposal for a new word structure based on the pattern of the word rainbow) based on the principle of personal communication with the direct support of widely shared data (e.g., on principle "friend on the telephone").

Access to information can be compared to other vital values. For example, to access water. We always ask (preventively even in a crisis, usually a "friend on the phone"), is the water drinkable, or is it just valuable? Isn't it poisoned? It is the same with access to information. Is the information correct or general? Is it not toxic (fake news)? Two examples: you are in the sea, you are thirsty, but you are not allowed to drink. You are among people; there is "fake news" around you, and you have to ignore it. Otherwise, you will go crazy.

Figure N04 Tools of leaders and their voters in the People object to the GT

Charter figure 4

Figure N04 responds to the assumption that whatever the Human does intends to achieve results over time; he/she does it through organizations and projects. It addresses the activities and behavior of this/her in a particular communication environment.

It represents the Human (individual, team, collective) under an information "umbrella" of several layers. In planar projection, they are layers of arcs (files of data boxes) with specific content and a finite (renewable) number of boxes and their data. Separately (available) for organizations, projects, and other things (e.g., political or entertainment activities) and own communication system's needs.

The arches cover the square not in the sense of "Speakers' Corner" as in London's Hyde Park. But here, this idealistic rhetorical content gained a MOVE to the pragmatic content of human needs, to his/her fruitful and sustainable life in GT. The question is whether Elon Musk had this in mind. However, it's still better to have an opinion on "Square" than to drop the idea just because the "Speakers' Corner" model isn't suitable for moderating content on the X network.

It is certainly appropriate to look for new forms of satellite communication, for example, for significant topics. This text deals with an example. How to find a meaningful and consensually supported the new UN4WN initiative. Find the functions set for seven billion people living in many locations and states. How do we agree on the UN Charter and how to adapt to the needs of the 21st century?

If the satellite networks build us a "square," a space, a place for everyone (he/she), then we cannot do without a program composition in the structure of their demand. If I imagined going to a theater offering a play called "Social Networks in 50 Reruns," I wouldn't go there, if only once, out of curiosity, and that's enough.

2 Shifts in Tasks

The text responds to initiatives for the 2024-25 Summit Shift to be built on the new UN Charter. It proposes to embed the principles of 3E (Effectiveness, Efficiency, and Economy) in the relevant articles of the Charter with the connection of the Great Triad (GT) model. It would benefit the new Charter to capture the state of its stakeholders and their As-Is as of 2025.

It specifically means that the Summit 2024 will outline the revision paths (audits) of the Charter 1945 and prepare a technical text for the substantive intent of the new Charter by mid-year 2025. At the Summit 2025, the substance of the new Charter could be approved, including its clause-by-section wording.

The text of this Chapter responds to initiatives for the 2024-25 Summit Shift to be built on the new UN Charter. It proposes to embed the principles of 3E (Effectiveness, Efficiency, and Economy) in the relevant articles of the Charter with the connection of the Great Triad (GT) model. It would benefit the new Charter to capture the state of its stakeholders and their As-Is as of 2025.

The idea, as mentioned above (of the timetable for work on the new Charter), assumes that work procedures for the drafting and approving essential documents can be established in a routine internal process of the UN organization. The SDG Summit 2023 was a "wake-up call" to wake other people up so that they think, understand, and present the meaning of the new Charter and its processes from different points of view.

It is a legitimate challenge. Once he/she has been given the chance to be a Human and is aware of his/her responsibility for existing in the GT environment, they must take care of everything related to it. In the diction of the text about the "alarm clock," please also accept the justification for why the author allowed himself to outline the time and process planning of such a large organization as the UN (it is only his device for gluing all aspects of this text into one unit).

A more detailed view of the steps toward the goals of the following Summits provides separate views of the four SHIFTs through dialectical diagrams:

  • Changing the behavior of UN stakeholders

  • A look at the preparation of the new UN Charter

  • The role of projects in the formation of a new type of organization

  • The role of 3E grading in the UN SDG program and its projects

2.1 The change of the behavior of the Human

In the GT model, the Human (he/she) has "problems" both in his Object (where they live) and have "collisions" (interfaces) with partners, Nature, and the Earth. The existence of life in the GT environment is not a given. To withstand it is both about luck (on the scale of the universe) and about human readiness of the Human. He/she, equipped with the mind for an independent existence, must already care for development and safety. Find the way for themselves. They must know his/her history and be reminded daily that selfishness and cruelty are evil counselors.

Both "problems and collisions" need methodology (procedures) of the life existence in the GT. Other living creatures cannot do this themselves. Only he/she can. When they know it, and they know who they are and what problems exist around them, they are fully equipped to formulate (plan) their goals and design paths for themselves. It is nothing more than to arrange and organize the order in his/her “head”, to understand the status of life in the GT, and to accept the role of leaders and voters' mechanism of the common coexistence. It is a general view on the outline of the Human need to change (repeatedly adapt) their behavior.

Figure N05 The change in the behavior of the Human

Charter figure 5

The naive time loop where leaders write methodologies to make the SHIFT with the vision that others (mostly the unelected ones) will one day achieve the goal is best avoided. It is a big mistake to believe that haphazard methodologies and advice (d) will help them achieve a shift (a). Unfortunately, it is still widespread. In this direction, the diagram definitively says goodbye to paths tied to various ideologies, irrational practices, and decadence in the sense that "God will help or humanity itself will perish."

Let's be realistic; we know that every methodology (b) needs its author, responsible person (leader), and accountable beneficiary (voters). A leader or a voter (b) each he/she is from a GT background and knows where they live (urban, rural, which province and state) and what problems (e) he/she has around them. People respond to the demand for work (c), and the SDG program thus gained a chance to take advantage of stakeholder life (f) and translate these impacts into the power of Shift (a). The Cycle diagram is ready to respect the SPC Diamond rules, and the Grading dynamic diagram reacts to data collection under the pressure of the HS and HD disputes and consensus opportunities.

The idea of GT is based on the work that the principles of human behavior react (copy) the procedures of both powerful partners. In the non-living environment of Earth, in living Nature. Both have an abundance of resources and a long, for the Human, almost endless time-space. Nature strives for variety, sustainability, and renewal of living species. The Earth uses a mode of redistribution of forces, usually internal, aimed at the balance of matter and energy, always in a specific space.

2.2 The New UN Charter

In the general sense, the Charter is a public document of fundamental importance and content that declares or guarantees a summary of some fundamental human freedoms, principles, rights, obligations, and procedures for their creation, implementation, and sustainability. A necessary condition, not commonly observed, is that the Charter also declares how it will fulfill, control, evaluate, update its content, and thus respond to situations and stimuli that bring To-Be states.

An example is the default As-Is position. The UN Charter, at the time of its founding in 1945, warned that wars should be limited, and nuclear wars should be forgotten. That's what did not happen: motivation looks as if it is going to fail. The hope remains that the work of the leaders is tied to the voters' reactions. It's a classic change situation where it's not starting from scratch (from an empty As-Is state). When we accept that the past 100 years or so is the content of the initial state of the new Charter, we see how vital and risky the task is.

Figure N06 The New UN Charter

Charter figure 6

The need for a new UN Charter was explained at the Leeder’s Dialogs events. It is a thoroughly international and interdisciplinary task. The risk remains that the result of this effort will once again fall into the "fog" of many legal opinions, and the new Charter will be more a symbol of the UN than a strategic instrument of change. Rushing and completing the new UN Charter fast is a risk. The result does not appear, and the short path from milestone (d) to Shift (a) will not help. On the contrary, it will strengthen traditional bureaucratic procedures.

The longer path in the dialectical diagram is hope, and hope reinforces the "discovery" of observers. It assumes that the existence of a Human in the GT is possible if he/she changes his/her behavior. Above all, in connection with the perception of the role of Justice and the function of human invention - money, on which the hope of Man rests.

Justice, laws, and money circulation are the Human (d) construct. Justice is individualistic, and money, more precisely, financial flows, circulate the world without direct connection to other GT partners. It is not a transparent environment.

Everything a person does (does, wants, and needs) relates to access to resources. Both partners in the GT hold these, and he/she makes efforts to acquire them and conduct operations to exploit them. The inputs for these operations are on the side of their income (b), which allows them to work and create labor costs to valorize partners' resources for their benefit. Production, services, and work processes form fuzzy "self-positions" (e). It is a fundamental characteristic of Man's relationship with Nature and the Earth.

This fuzzy "self-positions" feature indeed creates problems. It is built on the same principle as all living creatures. The Human became different when he/she got a reason (the second signal system) and started to apply their invention, money. Expenditure (c) to finance all commitments and security needs. It is the basis of his/her motivation to be and the principle of their selfishness to survive in the GT environment. One begins to "suspect" that the trust of Nature and the Earth towards us people is also changing.

The resources of Nature and the Earth are becoming less and less. The costs of obtaining them are increasing, and as the population grows, so does the share of revenues. It is perceived not only by the observers in the GT but, above all, by the monitoring of the Human. Nature and the Earth know nothing about the legal and financial problems of the Human (his/her) connected with the extraction of resources, and it shakes and distorts their confidence (f) in Justice and the role of money.

The dialectic diagram can help to keep any discussion at "a bridle" and to protect all participants to come at least to a compromise. Grading dynamic diagram mechanisms can monitor and help to understand the power of any influencers (arguments) coming from disputes between the HS and HD.

2.3 The New Approach to Projects

The diagram below says that everything in the GT and around us humans are governed by laws (in the fields of physics, chemistry, and biology), and everything that is in us humans, as well as other living creatures, reflects these laws in their "souls," which they are born, live and die in a shared environment.

In the role of a partner, a person acquires a soul not only to have it but also to develop it himself with natural and abstract stimuli and thus transform himself (change) to a higher independence (in the sense of morality) concerning his/her partner.

Figure N07 The New Approach to Projects (in the SPC Concept environment)

Charter figure 7

Agreements on future investments (during project preparation) and contracts for products, services, and works (during project implementation) are accompanied by significant risks. If the project owner (its designer) does not sufficiently connect the legal services with the engineering content, it threatens the completion of the project. The shortcut from milestone (d) to the visions of the 3E parameters (a) does not lead.

From the shared responsibility of the project owner and his stakeholders (usually leaders and voters tied to the place of the future work), the path leads to organizations (b), which fulfill the role of suppliers of products, services, and works and, through the assignment of the project, respond to the fulfillment of the 3E indicators.

It is the impetus for starting business operations (e) intensive, especially near the project. It is challenging, but cooperation with the link to AI and new technologies will allow us to deepen scaling and digitization and to set up proper control of projects.

A project owner who can communicate about the 3E parameters of his project (c) not only with suppliers but also with the public gain’s motivation for success (by strengthening his belief in success), and the project itself, its pre-set path, leads him and his stakeholders to the goal. The principle of self-motivation and self-navigation is a prerequisite for success in projects. They say that it is not enough to observe the details. During the project, you must check and evaluate the results to be part of the entire life cycle.

The dialectical diagram in this text opens the way for the transition of today's project management, e.g., Figure C5e, Present, and New Project Paradigm (NPP) Model. The draft IPA depends on the content (structures) of the processes of agreements and contracts in the life cycles of projects. It is devoted to their transformation into the environment of new technologies (by digital and electronic steps to use and manage data in projects).

It represents the paths offered by the SPC Concept. The Cycle diagram in Figure N07 promises the deployment of SPC Diamond through the project methodology (in the preparation and implementation stages) for organization, project, and communication processes. Presents a complex of its internal financial controls, audits, and the paths to correcting malfunctions. The Dialectic diagram indicates how to work with data in such breadth and volume.

2.4 The New Approach to Grading

This challenge is presented. When doing something together, then through projects using the existing network of organizations. Such decisions about the hierarchy of projects, their selection, preparation, implementation, and use of portfolios of values that projects bring offer ways to talk less (act diplomatically) about what "maybe" one day will be and strive more (cooperate and look for ally for investments) to improve what "definitely" in our hands and on our tables. The problem is known; you must know how to catch it organizationally.

It is in the hands of leaders and their constituents, of stakeholders. Shift, the transformation discussed at the "Leaders Dialogs" and at the SDG Summit, is getting a chance to assert itself with the growing support of new technologies (machines) that teach us to think more holistically and openly to act fair. This path is known, it exists, and we can call it the path of accelerated evolution. It comes without the need for revolutionary collapses on the time scale of living generations. Optimism is in order; manage it organizationally.

The project owner must know how to generate and use the necessary data when the project is requested, completed, and operated. Grading is a popular and established process in economics, sports, and other activities. It helps and strengthens good relations between stakeholders of leisure activities and supports their competitiveness and resilience against crises (e.g., through maintaining trust, and striving to be the best).

Figure N08 The New Approach to Grading (3E Lifestyle of the SPC Concept environment)

Charter figure 8

The new Charter will seek assurance on grading (a) the truth of the 3E values. So, to reach the correctness of these paths, the critical value is the primary data about the resources (d). This assurance does not find a short path from the milestone (d) to the goal (a).

In other words, a direct route from offices to project organizations does not guarantee success. It is necessary to enter the "terrain," to look for ways to access financial resources, to seek reassurance about the functionality of the project's result (work), and to fulfill its goals regarding added value and sustainability. Support the project to be accepted on-site by the local community in its life cycle.

The resources (d) that the Human take from Nature and the Earth are, in terms of their quality (as seen by what they need) and quantity (what they will probably need further), not only living inputs to the order of evolutionary changes in the places of the impact of the project but are beginning to disrupt this order.

It is my wish that the new UN Charter responds to global resource developments. The SDG (b) program is a practical and closest test for the UN on approaching the future of resources (including considering other Social and Economic Development (SED), Disaster Risks Reduction (DRR), and Humanitarian Aid (HA) projects with global impacts, more e.g., in Figure C2a and Figure C4c.

Quantitative and qualitative values of resources that the Human takes from his/her partners are evaluated (measured) with money, and the Human settles them among themselves, closed in their Object, the Human in the GT. The varied range of financial resources that he/she has in circulation is set up to bypass the needs of Nature and the Earth, and it is already visible (e.g., the decline of animal species or climate change). The Human responds to these needs only when he is protecting himself. He has not yet sufficiently developed investment projects aimed at rehabilitating the "scars" he caused to his partners.

This topic has a philosophical basis in establishing National Parks, Zoos, and other protection zones, but this will probably not be enough. The hope is a path that offers the recycling of used resources and programmatic prevention, allowing for limited extraction (not looting). The SPC Diamond model is a construct to support paths (manner) of involving the 3E thinking in actions performed by leaders and their voters globally (more can be found on the website and webbook, W&W of the author of this text).

Investment resources that he/she can use (in the GT environment) have a rich offer from international, regional, and state institutions, banks, and funds. Milestone (f) recalls the example of the International Monetary Fund (IMF) and its Special Drawing Rights (SDR).

Low-income countries (LICs) support needs it, and it comes from the economically more robust partners of the IMF. It is an innovative, classic form of redistributing funds positively, supporting the Shift goal (a). Both diagrams (Cycles and Grading) fulfill the same functions described in Figure N08.

A charter is generally a public document of fundamental importance and content. It declares or guarantees a set of actual values, often in human, political, or civil liberties, principles, or rights.

For the UN Charter to be functional and sustainable for its stakeholders and its values to be reflected in their lives, its content must be built as commitments to a vibrant social, economic, and safe environment.

What should the preparatory work around the creation of the new UN Charter touch upon? What new perspectives should these works be based on?

  • First, the Charter must remain a stimulus, inspiration, and guide for changing human behavior. The aim is to support the topics of intellectual inclusion (education and access to tools) in different conditions in a spectrum from High Incomes Countries (HIC) to Low Incomes Countries (LIC).

  • Second, the Charter must reflect the current state of the role of leaders and voters in individual states and look for ways to transform (motivate and navigate) this heterogeneous cluster via the 3E indicators into a new formation. It is recommended to use distributed approaches for leaders' and voters' education (in a structure learning by doing) and establishment of the new positions of all new functions (the leader's positions).

  • Third, to avoid (eliminate) all general assessments and audits without a conceptual and logical basis. It provokes me to underline that creating coloring books with hundreds of pages and many texts with almost no content (no data or verified information) makes no sense. It is a severe problem that lasts at least as long as my practical life experience with evaluation and auditing reports.

There are many stimuli. They come from many elected leaders, active voters, scientists, and a growing number of multi-millionaires. We are all warning each other that systemic and existential threats are serious and all around us. Leaders are looking for new positions.

Constituents are trying to boost their weight, and multi-millionaires are pushing their ambitions. Scientists present evidence of risks to the sustainability of the Human. And so, vast and substantially different data and information structures are growing around us.

It is the most critical issue of the present attempts to implement the project and business management know-how into leaders' performances in the global decision-making processes. Chapter 2 presents set of four diagrams that allow any reader of this text to think about, make structured notes, and discuss the same issues in the same logical structure with others. Each diagram can be adapted for its "owner" needs and presented for self-knowledge improvement or for another direction of the discussed issues of the same object (to keep the line).

It is a tool for the path that is still sustained on a strategic platform and allows you to penetrate (hop in-hop out) into details and not be lost, caving among them. The same is valued for team discussions. Using this model, any member of the same team can do the „hop in-hop out, “and no one on the team will not be lost, and the team can sustain (to protect) the line of the discussion. Both diagrams help them.

The cycle diagram covers logic structures, and the Grading dynamic should be transformed into an app diagram that notes vital data and information. If something is forgotten or manipulated, it can be immediately solved.

3. Examples for the LIC

The challenge presents tasks worth tackling. The goal is for Man to gain his "Head" while consolidating his position in the GT. Partners, Nature, and Earth, have their mechanisms of natural laws obtained from their Cause, God. The Human also has these gifts; it is a child of Nature. However, the laws of Nature have a long-term validity that is eternal for his/her life.

The GT model introduces the position of the Human as a partnership of his/her Object with Objects of Nature and Earth. The most critical for this composition is these partners' different life cycle timing. The Human has his time interval as a fraction of the time available to Nature and Earth.

In any case, the Human's role in this partnership is to be stronger and stronger via his/her developing abilities (e.g., stop destroying the diversity of Nature's animal species, participate in the reduction of the climate change speed of the Earth, or one day gain skills for diverting an asteroid from its orbit that would threaten the life of Nature on Earth).

The whole responsibility belongs to him/her, to the Human. Exactly to whom? Almost 7 billion physical persons and active, live souls are represented by the Human: his/her life in the Object of the GT. They have plenty of organizations, projects, and vital communication. Do they need the "Head?" The answer sounds yes, like a strong challenge for the new Charter development.

The Human needs to understand and apply the natural laws, and his/her laws, which rest on his/her ability to organize within their Object (Human) and establish his/her relationships (interface) with partner Objects (Nature and Earth). The answer is yes, he/she needs their "Head." If true, the best step to gain the "Head" for the Human position in the GT environment is the transformation of the present UN in to a functional system in the responsibility of the Human; there is nobody other here around them. The new Charter should be the first step.

The Human, as the Object of the GT, is richly structured, internally labile, unsophisticated not yet, and is more error-prone than other Partners of the GT, Nature, and the Earth. To be on this platform, sometimes higher than global, is not a "piece of cake." The examples covered in this text demonstrate this. They focus on one segment of human society: people from Low-income countries LICs. But the reality is that the most critical thing sounds simple: to start.

Below is discussed the potential of three solutions with links to a broader spectrum of (Low-Income Countries, LIC; Lower Middle-Income Countries, LMIC; Upper Middle-Income Countries, UMIC; and High-Income Countries, HIC). Three examples outline the usefulness of utilizing a bottom-up synergistic effect (gained from results in LIC, with a link to how to create new perspectives and new challenges for other countries):

  1. Open Modular (Multifunctional) Units (OMU) for critical states in the LIC.

  2. New project paradigm for global safety and development.

  3. Internet for LIC and its role in holistic thinking of the Human.

All three examples are closely related to the new Charter technical assignment for the paragraph wording of the Charter (law of the Human in the GT). If incorporated into the Charter, there will be a reason to solve them in more detail as separate tasks.

3.1 Open Modular (Multifunctional) Units (OMU)

Examples are provided in Chapter E5 (Figures Ex.2–7). They represent development opportunities and application possibilities of an Open Modular Unit (OMU) or Open Multifunctional Unit. It is a concept of buildings for critical or incipient disposition (arrangement) of residential units of new or revitalized territories in the current conditions of the subtropical and tropical zones.

OMU is a design of the author from the 80s and 90s of the last century, and he still sees opportunities in it for current needs. Thematically, these works are brought closer together by Figure W.15.

Chapter E3 (SPC Drivers) and Chapter E4 (SPC Sectors) explain the table in Table Ex.1. Examples of variants of OMU solutions and applications are indicated in Figures Ex. 2 - 7. They offer four layouts and an idea of the solution and arrangement of OMU structures (buildings of multipurpose use).

The first layout model, Figure Ex.2, enters directly into the peri-urban environment of large megacities (1), into cities and surroundings (2), into the countryside (3), and special humanitarian operations (4). Subsequent models give an idea of the variants of OMU arrangement in different environments: Figure Ex.3 in a central-oriented rural area, Figure Ex.4 in a line-oriented rural area, and Figure Ex.5 indicates solutions for a camp in overloaded humanitarian areas (e.g., fast solutions for migration needs with a vision in the As-Is time).

Figures Ex. 6-7 represent OMU considering SPC Drivers and Sectors. Figure Ex.6 demonstrates the utilization of the OMU kit for different sectors (see Chapter 4), and Figure Ex.7 introduces OMU utilization for the whole spectrum of the SPC Drivers. The abbreviations listed in the table Table Ex.1 are supplemented by the text in Chapter D (SPC Utility) and other chapters, e.g., Chapter E3 (SPC Drivers) and Chapter E4 (SPC Sectors).

The examples are tied to an area with a population of around 1 million inhabitants in a "working diction" province, where the SPC Concept assumes the scope of one SPC Utility unit, which serves this territory by standard procedures according to SPC Drivers.

The idea (philosophy) of OMU applications is simple. Do not build only single-functional buildings (for housing, education, production, services, storage, sales, entertainment, or sports). Do not offer exclusively structurally locked (individualized) objects for single-functional use (within the range of possible flexibility according to the purpose and needs of the owner) on a designated plot of land (purchased or rented for a given function). Look for any opportunities for multifunctional solutions apps.

Prefer to find a solution, check its flexibility, and use industrially produced kits for multifunctional building solutions (with limits for housing, education, production, services, storage, sales, entertainment, or sports) as structurally open objects assembled (from manufactured and pre-manufactured building elements ) on site with the possibility of easy rebuilding or relocation to another, arbitrarily distant plot, always with the requirement of access to water, electricity, with a link to traffic accessibility.

The following pictures offer a more concrete idea. They provide procedures for the industrial production of kit elements of structurally open objects from available materials (steel, wood, concrete, fabrics, and several accessories) through an agile project management methodology using repetitive (iterative) elements. Figure C9g.1 presents the concept, Figure C9h.1 the administrative model, and Figure C9i.1 the composition of structural components.

The OMU example opens different systemic and strategic perspectives on the new UN Charter. It is a challenge to leaders and voters, especially their primary structure (leaders of international institutions, the growing number of multi-millionaires, scientists, and all other agile stakeholders interested in getting involved).

OMU can, for example, help quickly and comprehensively solve the current and upcoming problems of refugees and find new forms of financing for these specific tasks. For the new Charter, for example, this may mean a closer connection of the UN with the World Bank and International Financial Institutions (IFIs) and specify other new links to the 2030 Agenda. Such new technical impulses incorporated in the new Charter can be a helpful arrangement.

OMU is an open model for 3E indicator applications. It has synergistic potential in, for example, these five "simplistically" described areas:

  • Political: bring new impulses for people's work in organizations and on projects and strengthen communication activities to find new content forms for leaders and voters in LIC.

  • Social: lead the main actors to their "common" table globally and at home, follow the values of social communities (individuals, families, and the whole province), and seek paths for themselves built on their cultural foundations.

  • Economic: offer opportunities for 3E applications. For example, in a straight and straightforward manner, if the OMU uses destroyed and unused tanks in ongoing wars and turns them into the steel structures of this kit, this solution will be unmatched, and its economic value gain a new dimension.

  • Technical: OMU gives people work on the spot in the provinces and will open space for small but native factories, ensure their production and services, and thus support young people's technical and organizational skills from elementary schools to local universities.

  • Technological: To think about higher personal independence and independence from others, to understand the meaning and impact of technology on everyone, team, and collective. Local people must strive to be included in new technologies, learning to develop them with 3E economic thinking in an environment of social balance and political, consensual support.

The mentioned areas outline the picture through initiatives in each province (in the territory model with approximately one million inhabitants) and all small regions (e.g., provinces) worldwide to develop a new path for LIC. In a holistic diction, these five items form a mix that finds their logical structures in the operations of specific organizations, projects, and democratic (responsible and accessible, free) communication.

For example, OMU structure. The industrial production of structural components (e.g., for working with concrete, production and assembly of steel structures, building cladding applications from textile materials, electricity from solar panels, for constructing floors, ceilings, doors, windows, and standardized buildings).

Their internal infrastructure (e.g., water, electricity, waste, fire, and other safety elements) includes a predictable link from OMU Catalogs for investors connecting external infrastructure and future users of the buildings and thus ensuring the vitality of housing units.

These and other areas support the entry of improvements and innovations into the social, economic, and security life of LIC, e.g., the entry of ICT tools, Internet, mobile networks, tablets, and others into the hands of individuals, families, and others: other interest associations and representatives of entrepreneurs in LIC. In general, it is the most intensive strengthening of the growth of the global market and peace in the full and intensive cooperation of all nations.

3.2 New Project Paradigm (NPP) for global safety and development

The number and scope of functions of various organizations and related projects (supporting development, security, and innovation) are growing. It is not easy to perceive the entire spectrum of data, absorb the onslaught of information, and understand its role in the organization's and the project's processes.

The most critical is the global level. Regarding the author's previous works, we can offer an umbrella of this "ICT pressure" through three blocks of tasks characterizing structural shifts at the highest (global) level. These are tasks related to the global digital transformation, its impact on people's lives, and finding the exemplary financial architecture (e.g., Blockchain, machine learning).

The content of the tasks of the three blocks below is interwoven:

  • Global Digital Transformation (GDT),

  • Global Human Adaptation (GHA),

  • Global Financial Architecture (GFA) using AI/ML.

For the following text, let us leave a detailed discussion of the content of these blocks (tasks) and concentrate on how to embed the tasks these blocks bring into the plans and operation of an organization that has been entrusted with the tasks of the 1945 UN Charter and is able to carry out its adaptation for As-Is around 2025.

It is a systemic entry of new tasks into the structures of organizations in a situation where the organizations themselves and stakeholders feel the need for transformation. It is a challenge to work on new complex tasks that are discussed, but the Human still does not know how to grasp this transformation.

The text does not have the ambition to embark on an analysis of organizations under the UN. The three blocks mentioned above deal with the principles that shape, maintain, and give impulses for innovation in organizations, projects, and communication.

The text tries to give a comprehensive (almost holistic) view of its three pillars: organization, projects, and the communication scope. It concerns all political, social, economic, technical, and technological characteristics. Their activities (performances) indeed cover almost everything the modern world needs. However, they are overgrown with uneven (scattered) bureaucratic weeds, and their actual (operational) functions do not fulfill their expected tasks.

A paradigm is a global organizational model or theory with great explanatory power. For the transformation of organizations, projects, and communication for the goals of the UN (e.g., SDC), we can outline the steps of their transformation using the Kuhn cycle model (Figure C5e), its five milestones: paradigm change (1), Standard position (2), SHIFT model (3), Crises model (4), and Revolution model (5) for example as follows:

At the entrance to the cycle are shown steps of transforming the current principles of the project to a new state. The change, SHIFT, occurs at milestone (1). The need for an As-Is condition causes it. There is a need to solve the problems that new technologies bring. When the work starts, the SHIFT (2) model will appear, opening discussions, plans, budgets, contradictions, etc. This position will reveal many unexpected things, new tasks, development will move to point (3), and model crises.

A risk milestone is critical. There are situations when everything can fail; all efforts can be lost. When this stage is passed, new, significant recommendations are made on how to proceed. It is followed by a milestone (4) called a model revolution.

The old paradigm is leaving, and a new one is coming. It is again a critical milestone because the paradigms are radically different (e.g., they use different methodologies, technologies, and more advanced AI/ML). The old paradigm threatens the maturing of the new; the two are significantly different and ultimately must be incommensurable.

The model of the Kuhn cycle was derived for scientific processes, and the described example is given for the transformation of the methodology of current project management to the expected (necessary) new project paradigm with two influences:

  • growth of artificial intelligence influences, and

  • the inertia of the intellectual behavior of the Human.

The most critical is transforming the Human inertia of thinking of the Human into more profound holistic acting via the synergy of the organization, project, and communication performances. The project paradigm is about the intellectual behavior of the Human.

It is a process of the data pool building of the goal structures and paths to them. It requires respect for the relationship between the intellectual development of the Human and his/her will to accept the complex data structure, in and out, of the Object called the Human in the Great Triad, GT.

In this text's diction, the "he/she" is nothing more than "leaders and their voters" on all levels of human society (in the spectrum from the global view to view to the specific his/her feelings in their home, family, and the surrounding countryside).

The project paradigm is a path to control tendencies to do malfunctions (thefts, frauds) and errors (mistakes, fatigues). This transformation (in international cooperation) will produce a creation and understanding of a complex data model, for example, according to Figure N09.

Figure N09 The New Approach to Grading (3E Lifestyle of the SPC Concept environment)

Charter figure 9

The complex data model solves several views on the project paradigm SHIFT from As-Is to To-Be stages. It links to Figure S05 and Figure S06 of the Challenge: Twin Summits paper. Presents six levels of the data pools of Goals structures (Vision, Economy, ICT, Governance, and Mission) and assigns these steps from the As-Is stage to To-Be (to the future quality of data pools of phases to Goal structures. Figure N09 introduces the hierarchy of the couples in a pyramid of the 3E tasks built and slotted in all levels of the SPC Diamond anatomy model (Figure C7j.2).

Figure N09 transfers the data structure of the SPC Diamond into the pyramid of the 3E tasks (Effectiveness, Efficiency, and Economy) built (slotted) in all levels identified via the model. The other view offers a chain of couples, e.g., in these arrangements (see Figure N09):

Blue hexagon with letter A

Mission in the To-Be:

Stakeholder's coordinated mission-SHIFT at the To-Be stage.

Blue hexagon with letter B

Governance, Step 3:

Project sets (SED, DRR, HA) and their Added Value to a reference.

Blue hexagon with letter C

ICT, Step 2:

Grading (based on AI/ML) methodology.

Gold hexagon with letter D

Economy, Step 1:

Organizations, projects, and communication (on the Internet) and their data management.

Gold hexagon with letter E

Vision, As-Is:

Stakeholder's coordinated vision-SHIF at the As-Is stage.

The SPC Concept data model will be developed for a standard SPC Utility operating in an area defined through SPC Drivers of a standard province (with approximately one million inhabitants). The intention is to apply this model for LICs (Low-Income Countries) in contact with LMICs (Lower Middle-Income Countries) and close connection with UMICs (Lower Middle-Income Countries) and HICs (High-Income Countries).

Each state's hierarchy and potential are part of the work of statistics (e.g., GDP and other indicators) of the UN and many state institutions. It is a solid base for further progress. When we know this and rightfully call for a more profound integrity of the work's results, we will again come to the eternal question, "How to build such a complex work and sustainably operate it?"

The UN Charter covers the work of a portfolio of its organization's projects and operates through its communication network. All this is regarding the member states, their needs, and attitudes. If we are looking for an answer to the question asked, we are looking for a common form of image that addresses and affects all organizations, their projects, and communication throughout the hierarchy of their functions and impacts the results they achieve. In short, we create a picture of how Man works with the tools he created for himself, develops, but also destroys and constantly renews.

Thus, the image is transformed into a map on which he/she looks for directions to their goals, and navigation is strengthened to learn how the Human works as a system in the Object of the GT and what tools he/she sees, measures use and understands on the map. This topic was already opened by Figure N02.

Via comparing the human "Head," the Human system (in and out of the body) showed two cases: the first is the circulation of blood in the human body, and the second is about the circulation of money in organizations, projects, and communication of individuals, teams, and collectives in which he/she exists.

Figure N10 SPC Diamond as a model for thinking about NPP.

Charter figure 10

The above is followed by Figure N10. It reminds us that the Human in the GT must fulfill his duties connected with survival. It results in specific obligations for their life in a particular state, province, city, village, or family; they should always act as proper householders if they want to survive in their time-limited chance as a partner in the GT.

There is no need to mix or confuse this rational duty with other, more emotional activities, for example, with the content of entertainment (going for a beer, to the cinema, in a country, on a date) or other duties (helping the weak, people in danger and supporting cultural, ethical, and aesthetic values in oneself and one's surroundings). What we all know, very generally speaking, is entirely true: work is work, and fun is fun.

What is needed for such behavior: taking care of the heart's health (e.g., our own) and economic life; according to Figure N10, we need a healthy budget (e.g., the province). We need a budget with financial income (mainly from collected taxes) and intellectual income tied to the development and security of the province (primarily as an intellectual contribution to the administration and management of the province).

The reason we need two inputs in one process (similar to the heart) is to have what is necessary for such behavior: to take care of the health of the heart (e.g. our own), or as we can see in Figure N10, to have a healthy budget (e.g. . province), which has financial income (mainly from collected taxes) and intellectual income linked to the development and security of the province (mainly as an intellectual contribution to the administration, management of the province).

Collected taxes (revenues) divide the budget into two halves, for two inputs two tasks. On the left side, revenues, and taxes (all financial revenues) enter the budget (into the financial operating system). The diagnosis will confirm the purity of the taxes paid (like the diagnosis of the heart). These are control mechanisms (e.g., protection against money laundering). When the revenues (taxes) enter the right chamber (their total volume is known), the financial flows are broken into programs (plans) and admitted to the body called Governance (lungs of money).

Here, financial flows are directed under the pressure of redistribution rules (portioning money) into parts suitable for consensus (of all taxpayers) on their allocations and for the preparation of specific projects. When their list is complete, and the overall picture of the future added value is outlined, total value data, still aggregated data, is injected into the budget (into the heart, much like oxygenated blood) from the right side.

On the right side, theoretical ideas are confronted with the reality of running economic life in all fields, allocations, and maneuvers to obtain advantages, lobbing (positive and negative). Projects take a concrete form both in preparation and in subsequent implementation. They enter economic life, an organ called Economy, 3E (brain of money). The budget system (at the "hearth") is ment to be flexible to deal with money flow deviations (e.g., know financial expenditures or rewenues, diverted cash flow, stolen or dirty money in circulation).

Projects are implemented, their works are operated, and their revenues are taxed. Taxes in the same cycle, after diagnoses, healthy, enter the budget from the left. The budget in this model reflects the principle of the heart. Therefore, the primary need is to ensure financial flows, just in quality, like healthy blood flows. Healthy budget, and always suitable for use in disorders (diseases) so that financial reserves are available for recuperative care to sustain the required quality.

It's a cycle that leaders must learn and understand so that their voters (constituents) respect their management (e.g., on the base of their rediness to protect financial flows agains fraud and dirty use). Indeed, they are all involved in the budget cycle within their goals and obligations. It's nothing new; anyone should realize what kind of process it is. For example, the simple system "input, process, output" is replaced here by the principle of the heart, i.e., that the sustainability of the quality of the "media" that goes through is a primary (standard approach).

It is still a system of financial flows, a structure of operative data on administrative actions (transparency of the results of internal financial controls, IFC) in organizations, projects, and communication. In this context, we can recall the reality in the mentioned models, between the body "Economy, 3E" in the model according to Figure N10 and the proposal of SPC Diamond, for example, according to Figure C7j.1. These are certainly the topics to be solved in international teamwork.

LIC-oriented suggestions and advice, especially from HIC, are welcome. "heart" and SPC Diamond 3E system models will need it. Their development would be beneficial to ensure and complete (develop and test) in cooperation with institutions responsible for international internal financial control methodologies, internal and external audit mechanisms, and reporting procedures and pathways to enforce the conclusions presented in the evaluation reports.

The text of Chapter 3.2 shows how wide the range of tasks associated with considerations about the arrival of a new paradigm, here called NPP. They are the red thread for GDT (Global Digital Transformation), GHA (Global Human Adaptation), and GFA (Global Financial Architecture (GFA) using AI/ML) documents. These documents have a direct link to the principle of scientific research (it is the Author's recommendation).

Therefore, it is helpful to relate the risks of the operations that will be discussed in more detail to the paths of success and failure of science. Figures N09 and N10 offer a direct view, albeit deliberately hidden. In them, project interpretation is presented as a suitable methodology for describing the processes of organizations, their projects, and related communication, offering a way to understand them through dialogues, discussions, presentations, etc.

3.3 Internet for LIC and its role in holistic thinking of the Human.

The Internet is a global system of interconnected networks consisting of millions of computers, servers, routers, and printers on each network. Remember when there was no internet, and only landlines were available? There was information and related data (numbers, characters, sounds, images) everywhere but with a lack of links among them, e.g., a business data structure survey (Figure C5d.1b). The image shows the classic structure of the table without the possibility of further interactions to search for subsequent texts and data.

Full-text search engine services exist, but they remain unconnected at their limits for the public client's needs. This inflexible environment is still there. However, those who have access to the Internet appreciate (public and private) the services of search engines. Optimism is warranted. At least in that, the Internet is still searching for itself; it is a technology that has successfully entered the Object of the Human where each one (he/she) is on the way to gaining and holding equal rights to access to information.

The Internet launched a "flood" of information and let into the "heads" of individuals, teams, and collectives (all people) almost the only force that enters their thinking across the board, globally. Mobile phones only exacerbate this trend. The impacts are varied.

The equal distribution of information, on the one hand, is about the feeling of growth of personal freedom, about the support of the distribution of values in the economic life of states and their communities. On the other hand, there is a suppression of "peer-to-peer" interpersonal communication.

It started with television. When the Internet and mobiles came, the natural communication links changed to a "machine to machine" relationship, and he/she remained in the role of viewer recipient. Mobile phones strengthened the role of information transmitters, and there was already limited space left for own creation or direct criticism.

The culture of "peer-to-peer" meetings and discussions is changing (previously often in squares, pubs, cafes, and small cultural events); today, the focus of public meetings lies on big demonstrations and mega concerts.

The risks of excessive virtuality, alienation from the reality of place and time, loneliness and changing distance, and possibilities of consensus between people, in the sense of the HS and HD model, are growing. There is a growing danger of the emergence of new or deepening of existing demagogue deviations from the standard space in the GT (in the sense of moving away from the principles of natural laws), primarily in places (locations) where full access to the Internet does not yet exist or is limited.

He/she builds his/her foundations as best he/she can. Due to the relativity of time, a two-path street arises. Those with access to new technologies are quickly molded into different personalities than those who do not have access to new technologies. They're To-Be persisting in the existing cultural models, which stagnate thanks to the lower competitiveness environment. It is a statement of fact and is not about what is better for the present, the As-Is state, or what will be better in the To-Be states.

A new phenomenon (Internet and mobile) is emerging that supports civic interpersonal communication (media networks) and offers a synergy of approaches to managing and developing organizations, projects, and communication globally, mainly in the business world. All this is in the entire spectrum of activities from HIC to LIC.

Nevertheless, the topic of the UN4WN initiative, for example, the discussion "Leaders' Dialog" and, in parallel, many activities and other discussion forums do not yet have the needed communication platform; they are disseminated via separate websites, in an ad-hoc arrangement, without a particular "library" and the portal structure. It limits the integrity of the spectrum of professional and promotional work dissemination.

The UN, as we need it (UN4WN), is a typical case of a need for holistic content for almost all fields of human activity for all locations worldwide. It is not just about areas of activity (industry, agriculture, education, or healthcare), as the media and other means of communication usually present them.

As a follow-up to established information services, it is also a "club" participation of UN4WM stakeholders, who will find their way to the source of communication and activate their participation concerning specified scenarios, primarily according to the needs of the UN.

It is undoubtedly true that where there is a demand (the will to be in), there is also a personal commitment to respond to it. Similarly, where the needs (demand) support the offer (to assist you), there is room for SHIFT in communication and, subsequently, in the entire spectrum of the personal, social, and working life of individuals, teams, and collectives.

Let's open this space of communication opportunities in favor of the Summit SDG goals and other activities prepared by the end of 2025. Another challenge is formulated, this time towards establishing a separate UN4WN communication platform.

There are already many communication platforms on the Internet today. UN has its own Communication Group (UNCG).

It is the common communications platform of the United Nations system. It comprises the information offices of the United Nations family of organizations, including the Secretariat, specialized agencies, programs, and funds.

The Group was formed in January 2002 as a mechanism for inter-agency coordination in public information and communications. The primary purpose of the UNCG at the country level is to strengthen inter-agency cooperation in the field of communications to increase the media profile of UN activities at the national level and identify new and creative ways and a coherent image of the UN.

UNCGs have been formed in nearly all countries where United Nations Information Centers (UNIC) are based. These Centers often play an essential role in the leadership and functioning of these UNCGs at the country level. UNICs serve as the secretariat of the UNCG and plant contacts to the media. UNICs are the principal sources of information about the UN system.

So UNCG and UNIC networks have a wide range of people, including journalists, government officials, civil society representatives, students, educators, and researchers (they have links to the broad agendas of organizations, projects, and communication worldwide).

It is a strong base for the idea to build and operate a communication platform of the UN4WN, start a pilot with tasks of Summits SDG planned till 2024, and fully open it about 2030. The portal preparation and its technical content would run concurrently and overlap with the work on the technical project for the new UN Charter (Figure N06).

It is an example of the concurrence of the team's work, e.g., according to Figure N12, and its contacts with the SDG stakeholders (e.g., central authorities, universities, local authorities and entrepreneurs, families, and civil associations), preferentially in the LIC. These stakeholders would gain an entrepreneurial space to synergize their work on the SDG agenda.

It is developing and disseminating guidelines for strengthening know-how capacities (best practices, governance, and AI/ML adda values) in each province. The proposed route respects the specifics of individual provinces and is targeted at LIC. For the provinces of these countries, the primary goal is to recognize their absorptive capacity to establish the SPC Utility function and create an environment for SPC Drivers.

Figure N11 shows a practical example of how to start building the Governance and Economy session (Figure N10) and how to begin implementing the SPC Concept (Figure N09).

Figure N11 Dissemination principle of the SHIFT in Governance and Economy worldwide.

Charter figure 11

The aim of Figure N11 is to indicate the size and structure of the space for mastering global digitization based on new technologies to the extent offered by the development of NPP (see Chapter 3.2).

There is a job assignment on offer that will allow a deeper look at the details of the subject, place, time, and the whole of the change, and they should have much more flexible communication with the highest level, governments, international financial institutions, banks and others related to the goals of the UN and the SDG program.

Stakeholder participation should be covered by payment for performance, e.g., a percentage of costs, preferably from the added value gained by each SDG project to which the service portal has been provided. The costs of internal financial control of the portal, possible audits, and other related costs should be under the control of the UN, and the fees for sanctions would be charged, for example, in favor of the organization operating the portal.


The article is the third part of the appeal linked to the support of works in favor of the goals of UN4WN. It provides suggestions for the tasks that it recommends be included among the work related to the critical UN Summits that will take place in 2024 and 2025. The text of the article offers participation in their solution.

The article is information about what initiatives are on the table, and at the same time, it is also a continuing call to agree on a common (standard) procedure for consideration and then connecting the proposed initiatives in an appropriate and fitting form to the preparations for the tasks of the Summits.

The article is an offer by the author and the limited capacity of his current team (max. up to two people) to add a share of work for the benefit of UN4WN, as shown in Figure N12 and Figure N13. Both figures are based on texts of the articles of all three calls. The goal is to present an initiative for team international and interdisciplinary cooperation, which will obtain authorization to support the fulfillment of tasks related to the preparation of the Summits and the implementation of their conclusions in the indicated hierarchy.

Figure N12 Team building structure assisting the SHIFT preparation and implementation.

Charter figure 12

Figure N13 The UN standard operation after SHIFT respecting the New UN Charter.

Charter figure 13

Team international and interdisciplinary cooperation is presented in two teams. The ICT team (this time called the Intellectual Capacity Team) is the team whose task should be to find and follow the path of development, e.g., using the stimuli that I presented in the challenges and on the principle of consensus, e.g., which is represented by Leader's Dialogs. The SCT (Sources Capacity Team) is recommended to apply to stabilize and sustain UN functions during SHIFT (in implementing administrative and administrative changes). The preparation of the new Charter can potentially initiate the expected changes. As the images suggest, the two teams will eventually fully connect, and the "spirit" of 3E will pervade UN services for the benefit of all living beings in the GT environment, including overcoming humor and engagement issues (Figure C7e).

The article summarizes approximately fifteen years of work by the author and his small, time-changing team. He is an investor in this project, and he is in the role of a philanthropist, an independent researcher who invests his resources (time and money) in the concept he designed and continues to develop for other innovative purposes (more at The limits of its possibilities also follow from this. Two ways. Either further develop the proposed topics at the level of theoretical considerations or make a SHIFT towards applications with a demand. The second path thus takes the form of an offer.

The author of the article conveys his experience that quick and practical solutions to any task can be found in an informal, financially clean environment, especially among philanthropists. The results of initiatives financed in this way (start-ups) get a better chance to establish themselves with formal structures, institutions, and organizations responsible for their tasks. Legal systems (traditional, formal structures) need pragmatic, sufficiently convincing input for decision-making. Otherwise, they will always, and rightfully so, tell you that they have had enough of their worries.

Therefore, I am turning to the current UN4WN mission-related work team for support and ideas on how to contact and reach out to philanthropists and, at the same time, how to contact LIC authorities, including their universities. I offer help in this direction. I am interested in professional collaboration in favor of the UN4WN goals.