Content of Contact

Contacts and how to start

This Section summarizes, in a nutshell, the Website's content and the Webbook's development for any reader, with particular attention to the potential Target Group (TG) and Final Beneficiaries (FB) defined by the Webbook. It is divided into an informational part – A (Content) and a substantial part – B (Contact).

The Website and Webbook (W&W) operates as an "Open-Source Platform," which offers live content for the "Self-Studding," "Self-Participation," and "Self-Motivating," or "Self-Navigating" in regular performances of TG&FB in a market environment of processes of the preparation and implementation of the project. Of course, each of the TG&FB participants acts within their competency framework. 

The W&W platform is open to everyone who can participate and submit their proposals, reach out to sponsors, and communicate and present their results. Whether via the W&W platform or any others.

The regulator of quantity and quality of these initiatives or even activities are a competition, benchmarking of results with public participation and control. That's why we have the Internet.

The Section " Content and Contact" indicates paths to the choice of communication via working groups "on the Internet" in a manner that has an ambition to "glue" this broad spectrum of different issues into a standard (joint) package with recognizable milestones for ex-ante, interim, and ex-post monitoring and grading systems tested on examples.

The "Content," in a nutshell, reminds us of what is on the agenda of the W&W for potential shareholders and stakeholders of the Self-Powered Community offer at the As-Is stage (dated June 2023).

The "Contact" introduces access to the subject and object of the Self-Powered Community agenda recommended to the potential shareholders and stakeholders to be solved during the second half 2023, 2024, and 2025.

Section "Content and Contact" is split into two parts with the following segments:

I. Content

  • Wider framework (Figure W.10, Figure W.4) 

  • Specific framework (Figure W.11, Figure W.12)

  • Project in situ (Figure W.13, Figure W.14)

  • Pilot projects (Figure W.15)


II. Contact

  • Subject (Figure W.16)

  • Object (Figure W.17, Figure W.18)

  • Monitoring and Grading (Chapter C7)

  • Example (Chapter E)


III. Potential shareholders and stakeholders of the SPC projects

  • Target Group

  • Final beneficiaries

  • Philanthropists, and

    • the potential of the 5PforRES s.r.o., and

    • the Independent Researcher (IR) role.


IV. Potential shareholders and stakeholders of the SPC projects

  • The principle – Teamwork operations,
    The assignments for teams and their tasks (Figure W.20)

  • Addressed to TG (strategy), Figure W.21
    Team for the TG and its tasks

  • Addressed to FB (tactic), Figure W.22
    Team for the FB and its tasks

  • Addressed to Philanthropists (identification of the white crucial places)
    Team initiated by philanthropy for

    • General tasks:

      • Philosophy (GT, TT, PT, and GHA & GDT)

      • Democracy (Projects, Organizations, and GHA & GDT)

      • Science (AI/ML in projects preparation and implementation)

    • Specific tasks:

      • Financing strategy (Prospectus)

        Sub-Contracting tactic (Procurement)

        Grading system (SPC Diamond)

        Low-income provinces (Pilot Projects)

I. Content

Wider framework

The shared package of assignments for project operations calls for order in finance flows on all the project's paths to its goals, with a duty to generate new money. It is feasible for public and private spending but only via the project's algorithms. It has a broader sense. This call represents the essential prerequisite for the sustainability (safety) of the human population in the GT.

Why? Because the human population has reached a stage where it is incapable of organizing itself without money and returning to the order of the Earth and Nature. Therefore, it is essential not to prefer cash over goals of sustainability of the Human in the GT environment.

The most critical thing is to get standard practices for money use and not look at them only as potential wealth but also as discovering tools for reaching the human population's goals; to build welfare and safety life via projects. 

Figure W.10 The Self-Powered Communities assignments into a shared package

The package in Figure W.10 is a specific impulse of the Contact Section reader to come back and think about the Webbook mission.  A deep understanding is necessary for perceiving and deepening the freedom of individuals, teams, and collectives in the growing distributed environment (e.g., peer-to-peer communication).

It is the known path. Moreover, we all must respect the growing human-machine relationships that have their genesis and gain strength. The view of the W&W mission the Author presents as an example. The move from the "biological" machine – a horse to a later "mechanical" machine – a car demonstrates one path of many to the present shift to a new quality of a "communication" machine – the Internet and its new data apps.

For example, the Website and its Webbook rely on "Blockchain and Smart Contracts" machines – with the potential to be the collateral of the next SHIFT to the unique quality of Human co-existing. Please, take it as a view of holistic thinking in a nutshell. On the contrary, as we can see, the wild and rigid (unregulated) courses and their excesses open new risks of misunderstandings and conflicts.

Pathways to accepting and understanding the new As-Is environment needs global communication and outlined triad models indicate how to proceed. The methodology of triads represents a "lighthouse" service for the "researcher" on the "oceans" of the data of present needs.

Figure W.4 Model of triad's structure and hierarchy used in the Webbook

Figure W.4 shows a model of the triad principle through two layouts. The first indicates the unique (objective) position of the Great Triad (GT) and the intention of the Project Triad (PT) that is aimed at the development and implementation of the unique tool, the New Project Paradigm (NPP).

The GT indicates where processes of Task Triads (TT) are supposed to be operated. The Project triad (PT) offers the idea of which universal tool is feasible and valuable for these operations.

The second layout of the exact Figure uses a planet system where the GT has its "Faith & Philosophy" zone in the center. Around the TG is the second zone, "Concept & Tasks." This zone has three options for the Task Triad (TT) expressions.

"Infrastructure and Governance, I&G" is the assignment of the Webbook, and the other two assignments, "Gender and Humility, G&H" and "Biodiversity and Science B&S," are proposed by the Author (as a result of monitoring of a probable surrounding and priorities of tasks of the presented model).

Figure W.4 opens a discussion about Task Triads structures and hierarchy. It indicates a broader spectrum of their apps in a unique environment (represented by the GT) and via a unique tool (described in the PT via the New Project Paradigm, NPP). 

The unique position of the GT and PT underlines an option that:

  1. The uniformity of projects can create needed data for the "Human – Machine" operations.

  2. Then, the data created and managed gain capacity to increase the quality of projects' services and will bring a new quality into data management of statistical operations.

  3. Broad and permanently built data can be produced, managed, and benchmarked leveraged by opening "Human – Machine" operations.

  4. This approach offers a new view of the absorption capacity of any participant in a market. It strengthens his/her freedom of choice of position entry in the competitiveness and fair business worldwide. 

Such a vision can change into a mission if participants of this real-life game (not a virtual game) will have on their hands a tool that helps them to assure themselves that his/her activities are entering into a transparent environment where internal financial control and auditing guarantee sustainable values of the newly growing the distributed system which they are decided to join.

They should be assured of managing and balancing the relationship between technologies (represented by machines) and human behavior (symbolized by organizations and projects).

Well-designed machines can serve any algorithm (e.g., of an organization or project). Any fraud, attempt for destruction, or other human mistakes can be detected if an algorithm and tool are on hand to solve them. It is about the standard model of human-machine cooperation and dual control mechanism building. The first belongs to the Human and the second to the machine. Nothing new.

The Human is responsible for, e.g., internal financial control in organizations and projects operations, and the machine serves and secures the quantity and quality of the top Human responsibility. It is close to the nature of Artifice Intelligence (AI), what we need, and what we can now understand. From this point of view, AI can't be dangerous.

Only eccentricity and extravagance are dangerous, and they should be uncovered by scientists and regulated by politicians. Global Infrastructure and Governance (I&G) is the case of a task assignment of AI for the Human performed not as a game or a cinema but as a long-time research program of the essential issues, e.g., Global Human Adaptation (GHA) and Global Digital transformation (GDT).

Specific framework

The SPC Diamond expresses the need to see processes (procedures, algorithms) for goals and paths to them as a consensus for most of the present population, which, being addressed, should express the will for a change of current life to be better.

It means applying technical (economy) and social communication in grading, evaluation, and benchmarking issues of what the human population is doing. To develop and utilize apps of globalization for strengthening and understanding democracy in the Human society in the GT environment.

This broad theme needs special attention on an adequate level (e.g., by professional UN Institutions) for practical usage and implementation. But still, in any case, the Webbook must underline this subject of thinking for the population of low-income provinces (the potential candidate of pilot projects) and assist in building the professional role of tasks in processes coming from the UN level.

The W&W is interested in projects around the globe, from anywhere. Chapter C splits them into three groups: The Social and Economic Development (SED), Disaster Risks Reduction (DRR), and Humanitarian Aid (HA) projects.

All these projects have a broad spectrum of owners, sponsors, investors, and suppliers from private, public, nongovernmental, and other sectors. The reality reflects the mix of many things. There is no need to untangle, deeply analyze, and study them.

It is a fuzzy set of projects that reflect the As-Is stages around us when we can observe and react to them (at a location). Packages of SED, DRR, and HA projects allow the view of some characteristics of the present (As-Is) status, primarily on a local level (on site) for To-Be (in communities of a province) and so (in summary) globally as well.

It is the path to collect, operate, and store data typical for project operations. Most of them are, e.g., data on the project scope, time, and costs and other data related to processes and algorithms, ownership, sponsorship, and other indicators of the project management and control mechanisms, project portfolio, and other data for statistical analyses.

Figure W.11 introduces the relationships between these groups of projects as a real case studies environment for the strategy outlined by the UN via the SDG initiative. The Figure indicates the will of the Website and Webbook (W&W) to contribute to these worldwide efforts. 

Figure W.11 Model of the set of the SED, DRR, and HA projects

The mainstream of current projects SED reflects the major technology themes, mainly in energy, artificial intelligence, big data, blockchain, cybersecurity, cloud computing, the Internet of things, virtual and augmented reality, electric vehicles, smart grid, robotics, etc. It accompanies macroeconomic prediction, geopolitics analyses, environmental studies, and social disturbances caused by many problems.

These are all incorporated in government agendas, summits, and international conferences, monitored by the media. For example, for 2023, the most popular are renewable energy, energy transition and storage, distributed generation, carbon emissions, and hydrogen.

It uncovers the most critical tasks, e.g., prediction of insecurities, infrastructure maintenance, projects focused on disaster risk reduction (DRR), and growing humanitarian aid (HA) worldwide. The web reader will find more details about the SED, DRR, and HA projects in Chapter C and later in the Webbook.

The methodology and the primary interest of all these activities above are derived and supported primarily by the advanced countries, followed by the emerging markets and the low-income areas (province) staying behind them. 

The SPC Concept reacts to the last position (low-income provinces) through functions of the SPC Utility and the SPC Drivers. Both have the ambition to consider (study) the absorption capacity of any low-income territories (provinces) worldwide and assist in the New Project Paradigm (NPP) development and its app dissemination.

It demonstrates the analysis position of the SPC Concept via Table E1. For the SPC Drivers, it is the essential stamp (support) of the philosophy of the Great Triad (GT); to accept the synergy (the know-how) of the Earth, Nature, and the Human in a shared environment.

SPC Drivers are still developing, and the Open Webbook presents its last version (April 2023), which distinguishes primary and derived drivers in a broader spectrum. The principal (a base) position represents a set of WEMAF drivers (linked to ancient philosophy) and the following three groups of derived drivers, HEDEC, FJMTI, and SBHRB (see Chapter C of the Webbook).

The SPC Drivers methodology is not still in the final composition. This Chapter is not closed. The content, settlement, and identifications of the presented abbreviations are explained in Figure W.12.

Figure W.12 Structure and principal distribution of the SPC Drivers in a matrix of proposed sectors

Projects in situ

The SPC Drivers structure is open for another set of drivers (at least one) with a link to a demand for further services for the concrete province's needs, including the SPC Utility services (for a set of drivers and sectors).

Figure W.12 introduces two bases for the statics and dynamic approaches: planning and statistics data care (a planning view) and implementation processes and their impacts (an actions view in any direction).

The Author proposes the Drivers and Sectors matrix due to the need to create a fast base for the future compact and stable data structure on the local level (repeatedly emphasized on a pilot app for low-income countries). 

In any case, the proposed data structure is (must be) compatible with the current worldwide macro-statistics structures and be comfortable (transferable) with streams of practices of the statistics operations applied by both developed and advanced countries.

The matrix's five Sectors (Sources, Services, Production, Freedom, and Finance) are proposed as a complete chain of social, safety, and economic demand in situ (in a specific territory, in a province).

Sectors represent the governance of private and public sectors in the related sources, productions, and services. The most critical are drivers serve as the base for the freedom feelings of local inhabitants and sustaining the development and safety of local needs.

Figure W.13 demonstrates a standard set of data and processes (algorithms spectrum) of the SPC Utility operation in a concrete province and the scale of work pre-defined by the SPC Drivers for such a territory.

Figure W.13 SPC Drivers matrix in operations

The Figure indicates the principle of relations between a set of SPC Drivers in a specific arrangement for the needs of a concrete province. It explains the collection of data built, operated, maintained, and stored by each unit of the SPC Utility in the network of distributed units of the SPC Utility on a territory (later. step by step worldwide).

The condition of the positive synergy in a functional network of units of the SPC Utility is practical assistance and services, e.g., technical assistance coming from the International Financial Institutions (IFI) or services from ICT with a link to a central cloud storage facility with computing services (and many other things).

The idea is to build and maintain operations in a distributed network of SPC Utilities with a standard data arrangement respecting the SPC Drivers framework valid for each unit of the SPC Utility and the whole network. The example in the following Figure explains more.

Figure W.14 (C9g.1) presents an example of applying a modular building construction system in a valley around a river (brook) in the peri-urban or rural territory with open for new or rebuilding old settlements around a flood area. 

It introduces the idea of the Modular Building Construction System (MBCS) with an ambition to guarantee the static resistance of the structure against earthquakes, landslides, hurricanes, and other similar adverse effects of climate change, energy self-sufficiency (e.g., a combination of solar panels and batteries), fire safety (firewall system), essential infrastructure equipment, like, (e.g., access to drinking, utility, and sewage water, access roads, access to electricity, etc.).

Figure W.14 presents an idea (model) of the MBCS as the base for introducing a "big" data structure or its management for the needs on a global scale. It is one of the most actual issues for Chapter D and Chapter E completion.

Figure W.14 Data model of a specific construction concept

The Figure illustrates twelve functions of the muti-functional role of the Open Modular Unit (OMU) in the Modular Building Construction System (MBCS). OMU and MBCS are specific cases of the SPC Utility and SPC Drivers' activity on a province territory. Pilot projects are proposed for low-income provinces. The scheme presents four variants (V) of standard solutions (reactions) to floods:

  • V1: a place with no risk of floods. 

  • V2: landslides with risks of endangering the building.  

  • V3: new facility located in a flooded area. 

  • V4: other and unique threat situations (e.g., slams). 

  • V5: floodwalls and functional sewers ensure the safe operations of the buildings (settlements).

The aim is to integrate all works on identifying, preparing, and implementing MBCS and find solutions for maintenance and modernization. It is an example of the SPC Utility (intellectual/distributed) services (including financial sources, commitments, statements, and transparency of insurance or other obligations).

Pilot projects

The pilot project should reflect the target group's needs, get its support, and seek within that group the SPC Concept stakeholder's links to shareholders of the SPC Utility located in the specific province.

The pilot project must be anchored in program documents of the local government, and its link to the Master Plan of a province must be transparent, well understood, and supported (e.g., via Citizen's Charter) so that all leading organizations in public and private sectors in a province are involved in socio-economic plans for the region.

A pilot project aims to demonstrate that the financial return on investment in SPC Utility will be based primarily on revitalizing local market activities (mainly via a set of the SPC Drivers) and on a synergy of actions hidden in national and local SED programs and international DRR projects.

At this stage, the SPC Utility is primarily an organizational project. It targets both the local market (whose development it supports) and the global market (from which it expects support).

The pilot project of the SPC Utility will respond to new technologies that are opening new possibilities. These are, above all, organizational structures that enable the synergy of values of ownership, capital, business rules, and intelligent contracts (in brief, the features of a 21st-century enterprise).

The Pilot Project preparation identifies some critical tasks, such as:

  • To unlock human potential and build the capacity at central and local levels for the PPP,

  • To take care of the Target Group (TG) and Final Beneficiaries (FB) of the SPC Utility in the local province environment,

  • To motivate the potential employee of the SPC Utility staff to perform transparent and competitive procurement,

  • To hire, educate and coach SPC Utility staff,

  • To establish the SPC Utility through professional skills and with the participation of local citizens,

  • To motivate local SPC Utility stakeholders and get their own experience of stakeholders’ team building,

  • To gain the interest of International Financial Institutions (IFIs) and local banks, e.g., test long-term financial loans for 30 years),

  • To test Build-Own-Operate (BOT) techniques acquisition and assist local entrepreneurs' interest in capital investment projects, and

  • Other tasks, e.g., to test and implement Franchising Techniques and assist entrepreneurs' growth on the local level.

The Modular Building Construction System (MBCS) model is a case (e.g., a natural methodology) that can allow us to break through (penetrate in) the lowest levels of thorough project preparation and implementation (reminding that we are still talking about the low-income provinces).

In preparing a story of a specific project, the Webbook distinguishes the system approach (it is about the MBCS) and the level of details of this system (it is about Open Modular Unit, OMU).What does break through (penetrating in) the lowest project preparation and implementation level mean?

This question is relevant to the industrial approach to the construction of a broad spectrum of types of buildings (e.g., for housing and other services, like education and healthcare; for jobs opportunities like local workshops and storage; for agricultural like vegetable planting or other food production, its cooling or boiling for fast food services; for hygiene like spa building, laundry operating, sports activities, and entertainment services).

This broad spectrum is the assignment for developing the MBCS model for the low-income provinces mainly located in climatic conditions of the tropical and subtropical zone.

It is about consistent and permanent standardization of the construction elements in a broad spectrum of construction processes that will be presented in Chapter F. The webbook story will distinguish the construction system (the MBCS) and the details of this system (the OMU).

Figure W.15 OMU model principle

Under the system's umbrella, one can have more different units. The OMU is about the construction details and the standards of a building structure, and the MBCS can tell us where and why the OMU can apply.

Figures W.14 (C9g.1) and W.15 (Ex.9) are about a specific case of a kit-building that will be analyzed in Chapter D and Chapter E. More details are in Genesis, part V10 Infrastructure and SPC Concept, and a system ROKO. It is a direct Author's experience with the multifunctional construction system transformed into his doctoral thesis (more see in CV).

In any case, both MBCS and OMU are on an idea level. They sound like a challenge for future urbanists, architects, and engineers to take the next step in this century's qualitatively new engineering environment. It confirms why the Webbook is presented as an open source for further communication. A detailed discussion of utilizing the SPC approach for MBCS and OMU proposals can serve a set of Chapter E (Figures Ex.2, Figures Ex.3, Figures Ex.4, Figures Ex.5, Figures Ex.6, and Figures Ex.7).

II. Contact

In this summary, Contact is about a subject (theme) that initiates (opens and maintains) actions toward an object (the Human) in an As-Is hierarchy defined by a model of the standard composition of functions (e.g., jobs or entertainment) and positions (e.g., responsibility or a power need). The W&W strives to present the Contact as a source of gaining skills via education processes, communications, and the best practices transfer.

In summary, the "Content and Contact" indicates the path to a theme (a subject matter) choice and discusses the manners of how to open Contact and how to define its theme (thesis) and form teams with skills to unroll new activities and projects.

It is about the capacity and concern of individuals and teams to transfer social contacts (in situ) into specific business agreements of the global environment based on the project philosophy, methodology of assignments, and Self-Powered Community building on a model for provinces.


Figure W.16 illustrates the subject matter (theme) of the W&W vision and mission via two pairs of triads. The first triad's goal and path concentrate on the functions of education, and the second triad concerns the practice positions of life. It is about the skills position between education, knowledge, practice, and acting.

Figure W.16 The subject matter (theme) of the W&W vision and mission

Education (academic and knowing) triads represent the goal and path of the SPC vision to the project mission in the responsibility of the SPC package (see Figure W.10). The goal of education is Global Human Adaptation (GHA) and Global Digital transformation (GDT), the methodology of this SHIFT, and the specific task: Infrastructure and Governance.

For this goal, three paths are proposed: SPC Task Triad (TT), Artificial intelligence/Machine Learning (AI/ML), and access of the low-income provinces to a standard function of at least the present level of the ICT. All of this is in a common Project Triad (PT) package. 

Practice (life experience and ability for acting) goal and path triads represent the goal and path of the SPC mission for in situ (each concrete) provinces and a network of provinces using apps of the SPC offer (the weight of the SPC projects in the scale of projects apps worldwide indicates Figure W.11 in the link to Webbook Chapters).

The goal of the specific apps is established on the academy level (still a theoretical offer on one side, but factually it is the most critical problem of all present states and its provinces at any locality) problem's name is "Infrastructure & Governance (I&G)." Who is the owner of this problem? Yes, both the Target Groups (TG) and the Final Beneficiaries (FB).

I&G is the core of the contacts by the W&W. TG and FB represents the interfaces activated by financial interventions. Both must cooperate, SHIFT themselves in their internal and external behavior, and start making new and essential changes.

W&W offers to work on the SPC and New Project Paradigm (NPP) development via (jointly with) the SDG initiatives. The most critical is the founding, development, and sustainable operation of a new Internat portal on the UN level (see more in the Webbook).

Two pairs of triads in Figure W.16 represent the data structure's base, organized and ready to cooperate closely with machines, which is necessary for the declared changes' success.

For organizations and projects in the W&W scope, we need data (big data) in a transparent, readable shape (in a script) that allows us to measure the Efficiency, Effectiveness, and Economy (3E) of both plans and impacts in situ of specific provinces, states, and regions (by standard methodology operated worldwide).

Dialectic Diagrams (DD) suggest how to proceed. How the needed data may be created, controlled, audited, etc. (more details see in the Web-book Chapters).


Figure W.17 offers a view of the object (of the Human) to which the package of the SPC activities has specific relationships and has addressed items of his/her responsibility for gained results on a scale of three levels of risks via a Monitoring Diagram (MD). 

Figure W.17 The object (the Human) to which the SPC initiative is directed

Two triads offer specific views on the positions, hierarchy, and relationships of critical actors responsible for the data management of projects preparation, implementation, and operation in the three environments of risk impacts:

  1. Threats coming from natural disasters, wars, and other failures

  2. Stagnation coming from blindness, the inability of the Human to find paths to his/her progress

  3. The progress that opens the door to new thinking of the Human and positive approach to offers coming from new technologies.

Figure W.17 presents the standard positions, hierarchy, and relationships of critical actors in the order of goal and path triads

  • (a) Politicians (leaders of power, officials), Homo Politicus 

  • (b) Scientists (researchers, humanists), Homo Humanus

  • (c) Investors (movers of things), Homo Technicus

  • (d) Target Group (leaders of sustainability), Homo Politicus 

  • (e) Final Beneficiaries (leaders in situ, families), Homo Humanus

  • (f) Internet (technic of life in the communication), Homo Technicus

Actors can interact in cycles via a Cycle Diagram, and the data management (collecting, sorting, and protecting) can apply via the Grading Dynamic Diagram.

Both diagrams are proposed at the idea level. They can be tested during any SPC pilot project in a province with minimum impacts of legal constraints (law burdens) in a social and economic environment in situ.

The W&W recommends the low-income province's model open the door to prioritization of the data management anchoring against the competency’s disputes. It is a known a long-time story lasting for centuries. But mainly in the last one, competencies are devastated (disturbance of the tidiness are growing).

The growth and wide dissemination of technologies (e.g., AI, weapons, tools for cybernetics attacks) and the Human themselves turning into crazy (stupid) creatures. In the Nature order, they enter fuzzy bubbles that crowd individuals, families, teams, and collectives (nations) into unproductive life and non-precedent behavior.

One option to face it is to open another and much more precise (detailed) view of the actions of the Human; we need holistic support. The Author deals with this need in the Webbook Section, Chapter C, via a model of the souls of Human beings as a picture of their physical and legal essence (Figure C6a). They proposed a matrix of the behavior of the Human (Figure C6b) and the Spin of his/her behavior individually, in a team, or in a collective (Figure C6c.1).

Figure W.17 offers a meter concept based on a vector diagram. Presents four performances (A, B., C, and D) with one indicator (black arrow) that is a result of the vector sum of the different effects (sub-vectors) of two opposing parties in consensus given of positions As-Is and To-Be. Always for each side in a polarity; for HS and HD.

The Figure offers examples of four performances of 3E (Effectiveness, Efficiency, and Economy) values in a consensus of, e.g., a project portfolio in different environments where HS and HD act as key influencers.

The experts in sociology, psychology, economy, and other professions know the problem very well. The Human is not a simple thing. The W&W presents this matter as a need for self-examination and simplifying it for the folk levels to strengthen their "project" thinking.

The Author aspires to enter and disseminate the distributed system of Human thinking, unity, and sustainability via algorithms of a project methodology and via "project" thinking.

It is a broad spectrum of tasks, from the draft of a challenge to any specific project preparation and implementation. W&W addresses the critical actors to be keen on their jobs (duties) and start working on the methodology of recovering human relationships in their society.

It presents the picture of more transparent relationships. It opens the door for a measurable penalty (more equitably) for any disturbance in the project's system order (e.g., a current approach does not respect the integrity of an algorithm of activities in a project package enough and very often overlooks the integrity reason for chain's algorithms of all packages of a project life cycle).

Mainly, the "salami" methods are applied, initiated not via solving the goal of a project but via interests that finally do not solve what was intended should be done, such as project success or its problems (e.g., project's lag in a timeline or the planned costs), or reactions on the total project failure.

The reason why the Author set about solving this problem is binding with the logical structure of his SPC idea and with the belief that other professions find a way how these Human mental crises solve. Understanding and accepting the polarity of the Human Sapiens (HS) and Human Diabolis (HD) and other souls and their relationships can be a basis for fruitful continuity.

Figure W.18 presents a line diagram's technique (model) of actions and projects and shows the differences between an activity (action) and a project. The project generally requires more time, and if we call the work packages in the project stages activities, then the project can be viewed as a chain of linked pre-set (designed) activities with a set start and end. For example, understanding the role of data in activity and project processing is indicated in Figure C1c.3 and Figure C2f.

Activity means any action, safe, dangerous, work, or fun (e.g., media work, comments, editors' analysis, but also work connected with the preparation and implementation of projects, such as studies, various investigations, calculations, and searches analyses, audits, financial controls, and educational lessons, semesters linked to various social, economic and security topics).

Projects are defined by W&W (e.g., in Genesis, I. Theses). The boundary between an activity and a project does not need an exact definition. The scope dimension does it, together with time and cost requests.

Figure W.18 Data role of activities and projects of the Human in the GT environment

Figure W.18 compares content differences between apps of an activity and a project on a time scale. The activity emphasizes speed in decision-making (primarily for pre-trained actors in data operations if the accent to result is prioritized), and the project highlights complexity (processes a large volume of different data in disparate and changing tasks and groups of professional and layman actors).

The activities are presented using a model of a pilot in a combat mission, emphasizing the five operations between takeoff (start) and landing (end). The pilot must master these to survive.

At the critical position of the action (start) must search (1) in the sky for an enemy, and when he sees something, quickly assess (2) the situation, know what he sees, and decide (3) whether to attack, and immediately acting (4), and fast to evaluate (5), what happened. If it goes well, and the pilot lands safely, these activities (action, short and fast mission) are closed (end).

What does the model tell us? Distinguish the states, "Search, Assess (do ex-ante evaluation), Make the Decision, do Act, and Evaluate the result of what happened (ex-post evaluation)." In the same position had been probably, e.g., mammoth hunters in prehistoric times.

With projects, the situation is less dramatic but more complicated. The structure of the logical chain is the same. Plan project phases, evaluate them, make the needed decisions, and finally acts and control the results of what happened in each project package. It looks good if all contracts linked to each milestone have data in order.

When not, the data flow in the project is attacked. If the attack is too profound, e.g., by a mix of disparate data, such a project collapses, its failure is inevitable. Such projects must be stopped, data rescheduled, actualized, and dissected for new project algorithmic operations.

Everything that takes place inside activities and projects is built on data. The data describes and determines what happens in the work packages, and the data in the contracts are tied to individual milestones and define the paths to the common goal (see Figure Dx.2, Figure Cx.3). This data is essential for any activity and project and carries various burdens, orders, and sometimes even hidden restrictions.

The weights and validity of data are permanently variable quantities (e.g., due to the perception of the relativity of views on data and the diversity of proofs of their measurement), and ideas about fixed structures of data stored in warehouses, reservoirs, are moving from fixed "drawer" structures to free, flexible entities. The specific time and space are challenged by distributed approaches of data clients, and new environments are being formed for practical applications, for which the label "Big Data" is increasingly used.

Figure W.18 suggests an approach to data discovery, classification, and dissection in the environment of activities and projects, with an idea of the scope, costs, and time limit (from start to end). All other activities or projects missing these attributes are staying out of the W&W circle of interest. But in any case, the "data is data" are distinguished by their characteristics and acceptance. The most practical sorting is their distinguishing between hard and soft data.

The Hard (complex) data, by Wikipedia, belongs to the world of Big Data and the Internet of Things (IoT). It describes the types of data generated from devices and applications, such as phones, computers, sensors, smart meters, traffic monitoring systems, call detail records and bank transaction records. Information that is susceptible to interpretation and opinion is known as Soft Data.

As the access to data continues to grow, development, safety, and business activities and projects will need to incorporate Hard and Soft Data into their solutions and respect their characteristics and acceptance in both As-Is and To-Be stages. For this complex view, data represent three fundamental levels: first, for each project; second, for the project portfolio; and third, for individual projects and projects portfolios in the GT environment (see, e.g., Chapter E).

Monitoring and Grading

Figure W.17 comes with a new concept of looking at 3E measurement primarily at the level of plans, at the time of project preparation, their selection, defense, and preparation of papers on the final decision, which project from the considered variants will be allowed entry into the preparation process and subsequently into implementation. It distinguishes three risk environments of results achieved through the consensus of two opposing parties. It works in a spectrum of threats, stagnation, and progress.

It seeks consensus for As-Is under the influence of the living effects of natural disasters, wars, or other failures or when the development stagnates, and critical actors are blind, unable to find a way out of the state of their self-inflicted state. In both cases, it's a consensus "thank God" that we've agreed to do something (if something washes away the As-Is unsharp and obscure content, it is always welcome).

Only in the third case can we see the level of progress when there is no war when floods or earthquakes pass, and does the consensus get its full force for development and support of security (including the integrity strengthening and synergy effects).

All this is good to analyze, describe and prepare, but applying, controlling, and improving this preparation and disseminating the acquired knowledge in practice is becoming more critical. In general, this is the case. However, a uniform and sufficiently strong methodology is still missing.

It is reflected in the performance of evaluations (e.g., ex-ante, interim, and ex-post), accounting operations (e.g., internal financial control), auditing, and benchmarking. We can call the missing system "The Grading" of the SPC spending and investment (see more in Chapter C, Figure C7i.2). The SPC Diamond and its positions for goals, paths, platforms, and functions, and interface among projects demonstrate in Figure W.19.

Figure W.19 Diamond

Figure W.19 introduces the SPC Diamond Grading system (See more in the annex to Chapter C). The theory of both is a subject of the following works, mainly in Chapter D and Chapter E. Chapter C's annex describes the SPC Diamond approach in more detail.


  • Object (entity): The Open Module Unit (OMU) project

  • Subject (topic): The critical actors' roles in this project

The potential of Contacts in a spectrum of the integrity of tasks is an example of the Open Module Unit (OMU) as a segment of the problem solution named "Infrastructure and Governance" via project portfolio in preparation and implementation stages, and it maintains operations.

It is an example for the attention of future stakeholders and shareholders of the SPC project on how to enter the preparation and implementation of projects aimed at solving the current problems of refugee camps and the growing migration of residents in the territories of low-income provinces.

Figure W.14 indicates a data model of a specific construction concept. Priority is given to the data management issues before the construction element design, production, procurement, and completion of the final construction and the financial settlement. Finally, the data model represents the total construction design and verbal description transformed into human and machine communication systems in the spectrum of SPC Drivers and Sectors tasks.

Figure W.15 opens a proposal of a specific case of a kit-building that will be analyzed in Chapter D and Chapter E. One critical moment of the success of the SPC approach is the industrial products and services of all components of OMU in the framework of the MBCS of the SPC Utility and SPS Drivers services. Industrial production will positively impact the price of each element of the standardized structure, the total costs and time limits of each project, and each project portfolio in the framework of the SPC Utility services for more provinces in more regions (states).

III. Potential shareholders and stakeholders of the SPC projects

This stage of the SPC Concept transformation into practical operations (vie the SPC Utility and SPC Drivers) is focused on the project structure (not on the structure's system of organizations). A more complex view of the project and organization relationships will present completed Chapter D and Chapter E.

The presented stage of the W&W is focused on the potential of the SPC projects and is split into three packages:

  • Target Group (TG),

  • Final Beneficiaries (FB),

  • Philanthropists, and

    • The potential of the 5PforRES s.r.o.

    • The independent researcher role.

Target Group (TG)

Target Group (TG) is a general term. Its content is derived from the polarity "education – practice" (see Figure W.16). Reflects the common interest in gaining knowledge and skill needed for global safety and market growth. It represents disseminating the value of education and skills for life and responsible cooperation in bridging the risk of the gap between the wealthy minority and the poor majority. TG's definition is discussed in the text of the W&W many times.

The TG should be a "brand" of the wisdom of the United Nations (UN), International Financial Institutions (IFIs), shared institutions, and the business potential of large corporations, private sector business representatives, and public sectors (e.g., the role of universities supporting of education, and role of political figures to help ethics behavior, together with national and local governments, local leaders, and other participants with an ambition to lead others).

TG means a "club" of human leaders in the Great Triad (GT) environment, which should be used for safety, improvement, and well-being, together with the hospitality of nature and the Earth. It means breathing air or using water collectively and taking partnership in TG seriously. To offer Nature and Earth the value of the Human that will sustain them for other centuries (thanks to his/her second signaling system and their will to gain education from childhood to adulthood).

Final Beneficiaries (FB)

Final Beneficiaries (FB) is an established term for the vast and varied range of people directly affected by the TG "club" decisions. FB needs project data from the TG always relevant to specific actions and project processes (e.g., statistical data for the concrete project, legal data of its preparation, business data for procurement, project management data for project implementation, and market data for advocacy of its operations in the future).

In summary, it is data accompanying the process of preparation and implementation of projects, from which benefits or disappointments arise for families, private and public sector organizations, and other participants waiting for the results. In this sense, FB is responsible (on site) for fulfilling the obligations of financed, prepared, and implemented projects and for the success (failure) of the operating results of a "work" located on their territory (Figure C7g.3 indicates it).

For the FB to carry out its role, it must learn independence (in the positions of individuals, teams, and collectives) in specific localities, including for projects prepared and almost exclusively financed from the TG "club" (at least with a link to local social peace and election results). TG needs FB, and FB can only be a partner of TG if it cooperates and strives to understand the distribution system for projects around local families and business ambitions.

Both the preparation of projects and their implementation are critical for FB. Project preparation is more about politics (social consensus game), and project implementation is more about business (competitiveness game through public procurement). It can significantly impact entering low-income provinces into systems of human-machine project operations if it is in the hands also of people from territories of low-income countries.

The knowledge gained can then be disseminated to benefit future SPC networks to other provinces (areas), including the participation of advanced and emerging developing countries worldwide. It is mostly about families, local entrepreneurs, and other social and economic initiatives on local levels (not only in big corporations).


Philanthropy has traditions in bridging gaps of opportunities between weak and robust visions and strong and embryo bases of possible missions. It is open to individuals, teams, and collectives and fills the gaps unmanageable by the private or public sector.

Philanthropists generate impulses for results with the high added value that private or public capital can further develop and disseminate. What philanthropy cannot do is the long-term sustainability of the impact itself creates.

Sustainability of any steps in the safety and development is the complete task of TG or FB in the spectra of their competencies. We can see that many new situations around us have caused fast technological development, and we, humans, are falling behind in fate.

The UN activities for the new millennium confirm it. The world leaders adopted in September 2015 the Sustainable Development Goals (SDG) with a time limit of 15 years till 2030. The agenda of the SDGs came into force on 1 January 2016 and replaced the Millennium Development Goals (MDGs), which started the global effort in 2000. The world needs Philanthropy and Philanthropists.

The W&W reminds some still extraordinary words (e.g., prospectus, procurement, and grading) and some new words (e.g., project orchestration and optioneering), which indicates how to control a broad range of alternatives and options (their data) to reach via data the best results. These examples need philanthropy.

The potential of the 5PforRES s.r.o

The 5PforRES s.r.o. provides legal entity support for work on the SPC Concept, mainly for communication, participation in webinars, workshops, conferences, exhibitions, and obtaining contacts via the Internet since 2012, when the company was founded. The fate of this company is still open. The company is free of burdens and external obligations.

All work on the development of SPC took place without subsidies, only with the gentle support of natural persons from the private sector. The Author of W&W states that the company is expected to fulfill its services by the end of 2025, when the work on W&W will be completed. The company's future may be decided earlier concerning the Author's offer listed below in Part IV. "How to start this venture."


The Independent Researcher (IR) role

The Author of W&W has been working on the Self-Powered Community Concept since 2008. After completing his work duties, he uses and develops the acquired knowledge and skills in the fields that interest him. The principle of independence is the obligation to cover the costs of one's work from one's resources and be fully responsible for its outcomes.

It has its disadvantages, e.g., that financial resources are limited. However, the advantages remain, e.g., constant pressure to perform in the "value for money" area, the possibility to optimize your time at work, not waste time with applications for subsidies and reports on their drawing, and avoiding time loss from potentially unproductive meetings and appointments.

Intellectual property belongs to the Author, and the way to work on risky projects is open even when the partial results are in doubt and the rewards for the work are staying out of sight.

The cost of proven work is based on the cost of lost wages of the Author and his collaborating friends. As for the scientific equipment, the research is based on the Author's know-now, the Internet, and other commonly offered ICT services. The results of the work are published and are publicly accessible through W&W.

The works are planned and financially guaranteed until 2025 (to the extent of the Author's resources). After that, the W&W project will be finished, and a decision will be made on the following procedure, which can take its form and scope like earlier until 2025. In connection to Section Part IV. "How to start this venture" is the scope of work and manner of his performances fully open.

IV. How to start this venture (2023–2025)

W&W indicates the content and defines the time for the next 28 months (2.5 years) with two extreme variants of financial coverage. The minimum variant guarantees the continuation of the work within the scope of the Author's financial possibilities (without more comprehensive external cooperation), and the top variant is based on the participation of funders for the content of the work proposed below.

W&W does not work in the space of a novel (it is not addressed to the characters or their plots, and thus loses the "spice" of a readable text) and does not have the ambition of a scientific work (it has too broad a scope of entries into many fields and penetrates deeply into many details). W&W rips to a position of an open call to common sense to understand the situation and behavior of the Human in the Great Triad (GT), the meaning of globalization (when it is already in the world and widely used) and offers paths on how to proceed.

The composition and essential functions of globalization indicates in Figure W.20. Presents the hierarchy of triads (goals, and paths to them, introduces projects as a base tool of the Human). It is supplemented by a more detailed view of the role of the Human in its genetic mission, social cohesion, and technological development. The Human, in the partner role of the GT, has the prerequisites for this. Primarily, he/she is the bearer of the second signal system in the live things environment and has the will to know the secret of artificial intelligence through learning the laws of Nature and the Universe.

Figure W.20 indicates the complexity (integrity) of the W&W. It describes the synergy of the philosophy based on the sustainability of the Human in the GT with other elements, like its social and sociological interactions. It presents the gendered nature of individuals and the power of teams' creativity. It underlines the complexity of human groups in reaching a consensus about their development and security. It works through various tasks using a hierarchy of three triads.

The Task Triade (TT) is dedicated to the Target Group (TG) role. The tasks of "Leadership and Methodology" and the Project Triad (PT) are devoted to the position of Final Beneficiaries (FB) and the functions of "Management and Education" in the field of "Infrastructure and Governance, I&G" targeting the conditions of low-income provinces. He turns to Philanthropists as a flexible and liquid force to finance the launch of Human’s exit from the current, unhealthily cycled data, information, and financial flows.

Figure W.20 Global view on the “Composition and Functions” of the Human in the Great Triad (GT)

Figure W.20 indicates the need for a philosophy of the 21. century. A return to philosophy, rational thinking, and consensus building of two pillars: the purpose of democracy (coexistence) and the principle of science (knowing). The Great Triad (GT) stands on the Human's uniqueness, genetic value, and gendered equipment to exist. That's the basic message. Man and woman, individuals, and their physical and spiritual world are a basic premise for understanding the existence and sustainability of their life's growing distribution structure (manner) in the GT environment.

The distribution of life (based on the principles of science and democracy) has its spiritual dimension as a matrix of five little souls, which perhaps describe us humans, in a general and concise way (see Chapters C6 and Chapter C7). In addition to biological (physical) individuality (in both an active life and the role of an observer), science continues to know of the part of teams (both, e.g., families and work teams). It is practical to study collectives (both, e.g., from associations to nations), including their souls.

Recognizing the team-building approach via the soul matrix makes sense. You get a template, a standard notation for forming your idea of the unit (team) you are joining or managing. It is more complicated with a collective, where the attachment to detail no longer makes sense. Collectives (associations or nations) are led by leaders who are expected to have the skill to "maintain balance," a consensus on things in the joint so that the goal and the paths to it are not lost. Confused leaders, whether on the side of good or evil, are a source of risks of loss of stability and the emergence of revolutions and wars. Keeping balance (consensus) is the most critical issue.

Figure W.21 Global view on the “Leadership and Methodology” of the Human activities in the Task Triad (TT)

The Partner of the GT, the Human, can simulate the evolutionary path of Nature via own programs and test gained results. Figure W.21 reminds us two potential programs, Global Human Adaptation (GHA) and Global Digital Transformation (GDT). Both for one specific field called "Infrastructure and Governance, I&G." In a general framework, we talk about programs, more specifically is more correct to talk about the project, the methodology of project, its preparation and implementation.

Figure W.21 recommends to accept both GHA and GDT programs (later as projects) and test them in the I&G environment in a direct connection to the UN program, "Sustainable Development Goals, SDG." It opens opportunity to justifies the need for their relationship to develop the New Project Paradigm, NPP." The UN SDG projects are a great package of the life know-how for next step in the globalization. The Author explains the feasibility of this step through the SPC Concept (Utility, Drivers, and Diamond principles).

The broader environment for this step is defined in Figure W.21. It indicates the content of the Target Group (TG) work and how to perceive its "General Tasks," e.g., leadership in the value for money principles and methodology of performances, controls, and rewards for results. These steps, not quite popular today, have a chance to succeed in the "human-machine" operations for small projects. It allows us to "debug" these new approaches in a transparent environment and then transform them into large projects, e.g., such burdened locally by social (managerial) discomfort.

It is a path of opening doors for "Artificial Intelligence and Machine Learning, M/L" for simple projects in poor provinces (countries) with great (immense) importance for the local population. It is a way to strengthen the motivation to participate in the preparation and implementation of projects. It is a path of more profound knowledge of specific tasks in the financing, concluding contracts, grading applications, and all this with a focus on feasibility and testing in the conditions of low-income provinces. The optimism can gain strong roots, which will be increasingly connected to local universities (with the source of knowledge and an incubator of their new experts and staff).

Figure W.22 Global view on the “Management and Education” of the Human activities in the Project triad (PT)

Figure W.22 presents people who, according to the spheres of power, accept, respect, or react to the rules (data flow) set by the history and managed (controlled) in situ by ad hoc formed project teams. In summary, via the Target Groups (TG), they decide, manage, and control the impacts of projects, their preparation, implementation, and added value (earned money) and care about the project's missions.

It is how the Human creates a living environment around himself in the environment in the GT. How the Human misunderstands (abuse) the global temporal relativity in the GT: what is for Nature or Earth, e.g., 100 years, is microseconds for us, and vice versa? And so, the impacts of any changes in the GT are too strong and complex to be noticed by us. What we can measure with a great sense is the waste product of the Human in the GT environment.

An example is the effect of CO2 on the atmosphere. It is a complex problem and is solved by measuring the production of tons of CO2 (primarily from the products of the combustion of energy fossil resources) through an extraordinary economic tool (emission allowances). On the contrary, the spectrum and amount of waste produced in complex numbers are growing so dramatically and quickly that people see its effects only indirectly in climate change and hygiene limits for healthy living, through strong synergies, for example, the impact of pandemic disasters. To solve this systemic discomfort (risks), the Human has not yet invented any effective tool in the sense of "emission allowances."

W&W focuses on strengthening the Governance methodology and authority for infrastructure construction and maintenance (in the proposed structure and steps). It offers a vertical probe. Starts from the roots of philosophy (Figure C1a.1), the real threats (Figure C1b.2),  tools of the Human (Figure C2a), his/her behavior (Figure C6b), and their vision and mission (Figure C8d.2), and via the project processes (Figure C10c.1) and models (FigureC10e.2) of specific steps to applications of the whole is coming to many details (please, see Figures of the Content of Contact Section again).

W&W offers a view of the cooperation of all TG and FB concerning any provinces (advanced, emerging, and low-income countries). It is a general and often repeated challenge, but God-loving, still with a big question mark, how to proceed in the positive synergy of people (in the development and strengthening of security) and how to suppress negative synergies (wars and the phenomenon of envy). The Author of W&W is fully aware of this fact and, based on his practice, allowed himself to outline his ideas on "How to do it." 

A frequently asked question is who will pay for it all? In the GT, none other than the Human themself, with their money, with the function that he/she is still searching for in globalization. The answer is true, but the question itself is misleading in time. First, the change must begin, and only then will it come to the project. In other words, to develop and supplement the ideas for a change (in the dimension of global digitalization), they must first be packaged into a whole (package), and there must be a consensus about its use.

It is about how to describe and offer the content of the package to the stakeholders of today's global world and how to get stimuli for further steps from the shareholders of the organizations and projects directly affected by it. How to define the TG and FB interface in favor of global digitalization. Why and how to proceed together? How to shake up the stereotypes of financial flows and fixed (frozen) capital?

Of course, with the support of Philanthropists. Figure W.23, in relation to W&W's focus, underlines their mature (comprehensive) relationship to financing and managing their capital strength or just its adequacy. Emboldened in this way in the mix of their souls, they have already proven many times that they can help where ordinary investors and administrators of public and often private resources cannot reach.

Figure W.23 Global view on the “Philosophy and Life Priorities” of the Human

Philanthropists can support various needs and interests (e.g., opening the doors of GHA, GDT, NPP, and pilot projects for low-income provinces). However, the stabilization and integration of the paths to the growth of global development and security supported by them remain in the competence of the governments (more precisely, in the cooperation of the TG and FB tasks) of individual countries and their provinces.

W&W deals with distribution principles (knowledge, finance, capital, and responsibility for security and local development). It focuses on the basic collective unit, the province with a population of around 1mil inhabitant as self-governing units called "Self-Powered Communities."

It is a principle of distributing responsibilities in administrative, development, and security competencies, for which W&W brings some initiatives to grow governance skills. It opens the content of further international and multidisciplinary cooperation (through the NPP), which it recommends be developed under the umbrella of the UN in connection with the Sustainable Development Goals, SD.

The general principle, the content of the proposition, leads us to address the philanthropists. W&W has over 12 years behind (see Section About and Genesis). This work is the basis for deciding whether and how to build teams for general and specific tasks and how to cover topics in W&W texts still open till 2025.

The goal is to reach a consensus on cooperation, build teams, and develop international benchmarking of their results. Only then, when teamwork is created, will there be room for new, broader proposals for new ideas and other tasks. To fulfill this goal, The Human (he/she) has the Internet and several other ICT tools.

Technologies are not an unsurpassable problem, nor is financing for their distribution, especially to low-income provinces. What is missing is the lack of consensus, the will, and the motivation to start. It is his general feeling; the Author did not go into detail about who and how he wants to contribute to solving current problems.

He selected and defined one set of problems (as life taught him) and named and packaged them. W&W proposes solutions for this package and submits them to a public hearing. The Author's ambition is not to discuss the problems but to continue his work further and better in offering ideas and recommendations for TG and FG with the support of philanthropists.

It is up to TG and FB what path to the growth of development and security of the Human in the GT environment they will ultimately choose.

W&W opens further work on two levels: general and specific.

The general level

The general level represents one topic (philosophy) connected to two functions (democracy and science). It links and respects the values of human knowledge communicated by the Internet (e.g., via Wikipedia) and implements it into the GT environment. It is the only added value of two critical topics, which the Author can't neglect in his works, and are presented as an open challenge for discussion of the W&W mission.

1. Philosophy and democracy

  • Does or can contemporary philosophy embrace the principle of the Grand Triad (GT)?

  • Can GT be called a platform for rational (feasible) global digitization and seeking consensus within people (between individuals, teams, and collectives) in a GT environment?

    If so (e.g., through GHA and GDT, Figure W.5), then consensus on the balance (democracy) of economic (technological) and social (knowledge) processes is an internal matter of one of the three GT objects. All that remains is for the Human to build democracy in the GT environment (there is no one anywhere to do it for him/her).

  • How to strengthen folk philosophy for human spiritual (intellectual) orientation needs in the GT environment?

  2. Philosophy and science

  • Does or can current science base itself on the principle of the Grand Triad (GT)?

  • Does the philosophical interpretation of GT have the prerequisite to becoming an ethical and moral platform of 21st-century science?

    If so, then concerning the democratic principles (according to point 1). The ethical dimension of science can be seen as a path of Human humility within his genesis and his relationship with partners, the Earth, and Nature. Morality is a matter of specific rules (norms and commands).

  • How to strengthen the ethics and morality of the science of sustainable and safe life in the Great Triad (in distinguishing the priorities of the temporal relativity of the object's existence, the Human).

The specific level

The specific level is represented by the construction of the Website and Open Webbook chapters, as they are presented and will continue to be processed until the end of 2025. From this set, the Author selected two functions tied separately to the Target Group (TG) and Final Beneficiaries (FB) and focused on five examples of specific tasks whose assignment (content and methodology of the proposed processes) needs the support of independently built professional teams.

Target Group (TG) and Final Beneficiaries (FB) role:

According to Figure 21, this is professional support:

  • work on the assignment of GHA and GDT projects and the selection of the bearer of this task,

  • linking the UN SDGs with the SPC potential presented by W&W,

  • evidence of the feasibility of NPP and its application via the SPC Utilities in low-income provinces,

  • analysis of the classification system for the As-Is and To-Be states of the SPC Concept implementation worldwide.

According to Figure 22, this is professional support:

  • targeted analysis of the impacts of the SED, FRR, and HA projects,

  • setting the spectrum (profile) of tasks linked to "I&G" measures,

  • measuring the absorptive capacity of low-income provinces,

  • testing options of the Open Modular Unit (OMU) for the critical problem solving,

  • implementation of a pilot project for the SPC Concept.

Examples of specific tasks:

  1. Financing strategy, Prospectus methodology development (resulting in the form of an organizational structure and arrangement of the basis for the preparation of SPC Concept pilot projects).

  2. Grading function of SPC Diamond for SPC Drivers and SPC Utility (presentation material to support the monitoring and evaluation of SPC Utility projects using procedure models from Global Diamond Grading Operations).

  3. Sub-Contracting tactic, Procurement methodology development (resulting in the function and operation of contracts in the mode for design, preparation, and pilot operations of SPC Utility in low-income provinces).

  4. Development of a methodology for communication with low-income provinces to support interest in the SPC Concept, with a link to the UN SDG and a web portal design to support the goals of GHA & GDT, I&G projects, NPP tools development and dissemination, and others.

  5. Elaboration of the concept of education methodology in the scope of general and specific tasks and procedures for distinguishing the absorption capacity of the application site for primary education, for higher professional qualifications, and universities with a link to the conclusions of W&W and the participation of professional powers and the public (e.g., one of the supporting programs of the web portal).

Don't hesitate to contact me regarding the scope and developing (specifying) the above topics as interested parties or donors. 

We look forward to expressing your interest at: