To whom

The Website outlines knowledge and procedures for understanding the SPC concept. It offers an insight into the necessary know-how, how to build a data and information stock, and a teaching methodology for preparing and implementing development and security projects in synergy with global and local development and safety needs. It means that access to any results or outcomes on the Open Webbook is open to studying the preparation and implementation of projects in the interest of any natural or legal person.

The Website assumes that whatever people do in developing and strengthening their security happens through organizations and projects. It is an assumption of communicating with the Nature environment and understanding logical algorithms. In other words, organizations supply the market with products, services, and works, and projects innovate products, services, and works and bring new competitive organizations to the market. They do it permanently for millennia in the GT environment.

The regulator of this cycle is public benchmarking, comparing criteria of results and impacts on global and local markets and safety on local territories. The core message in the global context is the path to competitiveness in business and open market participation (local and international). It is about capacity sources and intelligent governance building to resist global threats caused by humans and react to threats coming from Nature, Earth, and Space.

Assumptions of the paragraph above abstract from the current practices of local, central, and global governance and has no ambition to advise anybody what should be done. These assumptions are the needed pendulum of knowledge and morals to give hope for understanding the effectiveness of global development. Positive change is theoretically feasible and doable via the intellectual potential of most present leaders (principal decision-makers) despite the differences in the effectiveness of projects and organizations in high- and low-income provinces.

The Open Webbook offers a view of the spectrum of the principal decision-makers hidden in fuzzy groups: Target Group (TG) and End Beneficiary (FB). Both groups will be broken down into more detailed positions (items) later when the TG and FB roles in the organization and project on the global level are presented. Generally, their part is to understand, apply, and disseminate the ventures of the Self-Powered Community, SPC, if they, in the majority, find it interesting for them.

The task of TG is a top-down view and hierarchical decision-making approach. It leads the FB to independence by having the FB itself be ready to absorb what it acquires (e.g., when local people learn a trade, it then supports itself). This approach leads FB to higher liberty and expands business opportunities for global business. The TG is gaining more space and data for his/her regulatory and safety tasks in the environment of the GT.

Conversely, FB's task is to master the bottom-up approach. He should learn to know his absorptive capacity and strengthen his freedom and independence, above all, through the competitiveness of local projects and organizations. FB must own its goals and learn how to enhance local markets. Equipped in this way, it can gain the strength to be a more vital partner of large multinational corporations, to fight for its business independence and the freedom in investment decisions where SPC needs it.

These are new initiatives, especially for low-income provinces. FB must have ambitions to penetrate the domestic and, subsequently, global markets. At the same time, FBs must know they cannot reach their goals without international cooperation (themselves). It is feasible only through paths supported by collaboration and cooperation (coordination) with Target Groups (TGs) worldwide. For low-income provinces, these well-known and still discussed relations between TG and FB continue and specifically are discussed as a problem among "rich and poor." Such discussions cannot be only "black and white," and the Webbook has the ambition to outline the "material" for such talks based on the principles of SPC.

Allow me to advocate it via three questions below:

  1. What and who, regarding the Webbook, are TG and FB?

  2. What do Website and Webbook offer?

  3. Why should you be interested in the Self-Powered Community?

1. What and who, regarding the Webbook, are TG and FB?

The Target Group (TG) and Final Beneficiaries (FBs) form the highest level of the Human potential of the stakeholders of the Self-Powered Community. Discussing stakeholders in such a vast and diverse group indicates no sense. It is more practical to accept the polarity principle and identify (build) one group for the top (strategy) decision-making level (Target Group, TG) and another one for the operational (tactic) level in situ in provinces (Final Beneficiaries, FB) and identify and define system characteristic of their functions in the SPC projects life cycles. Then it makes sense to discuss (to identify and build) the TG and FB temporary formation striving to the common goals via different, primarily individual paths, but in one polarity environment (e.g., Genesis Section, V10).

The TG and FB formations, their relationships, cooperation, and business issues have global and local dimensions, mainly a top-down view and bottom-up reactions, the picture on the right or left orientation of tasks, move forward or back by time or by criteria of a benchmarking, and many other opposite and other positions. Never mind how it looks complicated. It is always about multifunctional objects, e.g., the existence of the Human in the GT. But suppose each is broken down on a detail level of a specific view and presented on the background of its entire content (intention). In that case, all details are more transparent and grasped for sound, practical, or pragmatic usage.

It is the case (predicted role) of the TG and FB couple in public performances of the SPC for critical functions (e.g., the NPP research, development, testing, and dissemination) and their contribution to the GDT and GHT running processes. It is about building the "data" language, which means fewer talks and more simplification and care of a high level of transparency and accessible understanding in each formation between TG and FB and among all stakeholders of the highest (proposed) priority.

It reflects the trends of a SHIFT from the traditional state structures (from milliards to millions of people per one state) to a distribution arrangement "province to province," in the sense of "peer to peer," which presents the running transformations under influences of the Artificial Intelligence (AI), e.g., at Global Digital Transformation (GDT) and for the urgent start-up of the Global Human Adaptation (GHA). These assumptions respect developing distributed relationships in all branches worldwide (science, research, production, services, and works) through business operations in an economy, social behavior, and their presentation via the Internet (see more in Genesis, II. Internet, and the Story of Figure W6 below).

Webbook analyses TG and FB relationship that reflect the SPC Concept of philosophy, the SPC Utility know-how, and the SPC Drivers measures forming and protecting distributed relationships in branches (science, research, production, services, and works) through business operations in a specific territory (e.g., in a province). This approach can satisfy TG and FB in different areas. For example, their activities on building and maintaining a data pool of statistical data (e.g., unifying statistical data of varying project processes performed at the scaled time in different places).

Relationships, cooperation, and business issues have global and local dimensions, dominantly a top-down view and bottom-up reactions, right and left vision, and forward and back movement in interactions. Never mind that multifunctional objects, like the life of the Human, look complicated; when they are broken down into details and projected into their natural integrity look much more understandable, offering optimism that a consensus among people can sound like any "mission is possible."

It is the case of the TG and FB couple in public and private performances of the SPC in any investment functions (e.g., the AI research, development, testing, and dissemination through business activities worldwide). They don't need critical (stressed) simplification in a pre-cooked environment. They can gain a high level of transparency and accessible common understanding in high- and low-income provinces, as the Webook supposes.

Such TG and FB relationships reflect the SPC Concept of philosophy, the SPC Utility know-how, and the SPC Drivers measures forming and protecting distributed relationships in branches (science, research, production, services, and works) through business operations in a specific territory (e.g., in a province). This approach can satisfy TG and FB in different areas. For example, their activities on building and maintaining a data pool of statistical data (e.g., unifying statistical data of varying project processes performed at the scaled time in different places).

Target group (TG)

Target groups (TGs) mainly represent the United Nations (UN), International Financial Institutions (IFIs), philanthropists, large corporations, private sector business representatives, universities, political figures, national and local governments, local leaders, and other representatives. TGs have a natural motivation for this activity. It is enshrined in their charters. All TGs talk about the need to develop and preserve the security of business cooperation, which is the key to humanity's sustainability.

Final Beneficiary (BF)

Final Beneficiaries is an established term for a wide range of subjects who respond to the processes of preparation and implementation of projects from which, especially after their completion, they have a specific, tangible benefit (families, organizations of the private and public sector, especially in the area of production and services linked to the social and economic policy of the state).

For both TG and FB, there are robust programs, demonstrating efforts to manage large, vital programs (e.g., tied to UN initiatives and development programs of financial interventions of the EU, USA, China, Australia, and similar growing programs of economic interventions that can be found under the headings of the African Union (AU) and the Association of Southeast Asian Nations, (ASEAN).

TG and FB ruling formation have similar missions:

  1. to accelerate economic growth, social progress, and cultural development in the region and

  2. to promote peace and stability through abiding respect for justice and the rule of law in international relations.

The ruling formations represent local personalities, families, entrepreneurs, philanthropists, and social centers. Low-income provinces especially need specific care for their development and security.

Therefore, the Website appeals to low-income provinces (e.g., governors) to direct their local intellectual and financial capacity to study and understand the goals and ways of preparing and implementing a Self-Powered Community in their environment. A necessary condition in binding this interest is the stability of election results. It is the most critical way to gain the trust of the TGs and ask them for help and protection for their safety and development. TGs and FBs are in a common market with the public and private sectors via many institutional and organizational structures.

The most important ones are:

  • The UN organizations.

  • International Financial Institutions.

  • National and local governments.

  • A broad spectrum of the private sector, and

  • NGO (non-governmental organizations or non-governmental organizations).

In connection with this, we come across plenty of initiatives. For example, the UN SDG (Sustainable Development Goal) represents a collection of seventeen interlinked objectives designed to serve peace and prosperity for people and the planet, now and into the future. World leaders adopted the 17the SDG in September 2015 at UN Summit with a time limit of 15 years till 2030. The agenda of the SDGs came into force on 1 January 2016. The SDGs replace the Millennium Development Goals (MDGs), which started a global effort in 2000 to tackle the indignity of poverty.

Other examples are more specific (by Wikipedia):

  • ESG (Environmental, Social, and Governance) is considered deeply in core management strategies that companies must implement for sustainable management and investment.

  • CSR (Corporate Social Responsibility) Corporate Social Responsibility (CSR) or Social Impact is a form of international private business self-regulation that aims to contribute to philanthropic, activist, or charitable societal goals.

  • SDR (Special Drawing Rights) is an asset, though not money in the classic sense, because it can't be used to buy things. The value of an SDR is based on a basket of the world's five leading currencies – the US dollar, euro, yuan, yen, and the UK pound. SDR supports potential customers at the beginning of their buyer's journey (e.g., the International Monitoring Fund (IMF) serve 190 countries and for them issued a historic US$650 billion in August 2021).

These are examples of international (global) initiatives open together for high and low incomes territories and use (disseminate) the standard methodology for starting and implementing the investment in better manners.

The following example is focused only on low-income countries:

  • PRGT (Poverty Reduction and Growth Trust) is another IMF initiative that provides broad support to low-income countries through policy advice, capacity-building activities, and concessional financial support. The Trust (PRTG) was established in 2010, and its services are provided at below-market interest rates.

However, ESG, CSR, and SDR tools are often subject to private investor interests worldwide. They prioritize their investments' profitability (returns) over global goals (e.g., green investments). Their financial power is decreasing (investors are shifting their money to more profitable projects, paradoxically, e.g., also to burning coal). These waves of changes in the interests of investors in the GT space bring new and amplify already existing risks (e.g., when coal and oil are back on course, the purposes of reducing CO2 are falling by the wayside)."

Significant risks of implementation and results of the SDG are expected in 2030. Although the SDG does not go beyond the so-called "soft" commitments and works on the level of strategic recommendations with insufficient statistical data for measurable evaluations, expectations are high. The EVALSDGs (Evaluation – adding Value and Learning to the SDGs) is a network of policymakers, institutions, and practitioners who advocate for the evaluation of the SDGs. It is a base of methodology and support of operations for integrating evaluation initiatives into national, regional, and global SDG feedback and review systems.

UN initiatives support International Financial Institutions (IFI) activities and other governmental and non-government institutions, organizations, and movements.

The following examples include other initiatives of the International Monetary Fund (IMF). This example broadly supports low-income countries through policy advice, capacity-building activities, and concessional financial aid at below-market interest rates. It is about interest-free concessional support through the Poverty Reduction and Growth Trust (PRGT).

PRGT has three lending facilities:

  • Extended Credit Facility (ECF),

  • Stand-by Credit Facility (SCF), and

  • Rapid Credit Facility (RCF).

2. What does the Webbook of this website offer?

This Website offers a platform for free cooperation on finalizing an open Webbook to every entity (researcher, donor, investor, philanthropist) from among the entities of the TGs and FBs blocks. Everyone can communicate, help, and participate in developing the Open Webbook plan for their needs.

Linked to the principle of the distribution system, it is up to the participating parties how they grasp their activity and use this "Open Source" for themselves. On the other hand, the Author will appreciate author proposals from specific partners of TGs or FGs blocks in a sense stated in the section "Contact and How to start."

The problem that the Website touches on takes on a concrete form. "How to bridge the TGs environment of the global world to the FBs environment of low-income provinces." It generates two questions "Who will it benefit, and To Whom and How it helps?" To get answers, anyone can visit the Internet and get at least a better view of the weight of differences among territories of advanced countries (with a still high-income economy), emerging countries (with an unstable economy), and developing countries (with still a low-income economy).

That is all with a risk that the data, even with a given source, can sometimes be incompatible and uncomfortable. But not always. For example, the Book "WELL SPENT" seeks answers to "How Strong Infrastructure Governance Can End Waste in Public Investment." It is a triumphant work of a broad collective of sponsors and authors under the International Monetary Fund (IMF) umbrella. Figure W.7 below is a sample.

Figure W.7 A physical infrastructure example demonstrates significant differences among countries (provinces)

The website assists readers' basic orientation. It is a tool that is open to anybody. For a possible confrontation (e.g., in the case of a contradiction with the content of one party's complaint), it is necessary to find the entire path of the information provided, negotiate, and the potential dispute solve.

For example, when taking graphs or photographs from other sources, it is essential to cite their authors. However, their interpretation and possible modification should be subject to the As-Is status when used, and the To-Be status should be considered if the situation requires it. Conversely, language (written or audio texts, graphs, photos) should leverage by a technique supporting consensus on the simplification of content and reducing the quantity of the information and data flow around us on the base of the As-Is understanding.

The web author is persuaded and believes his approach to publicly shared data and information is safe and correct, with a negligible risk of misunderstanding. If there is a hint of contradiction, it should be solved. Please accept my apology if a soft mistake appears.

The goal of this reminder is the Author's will (polite request) to create an understanding with the website reader regarding time and Space. Mainly in the space-time to which the relevant text and Figures of this Website speak, for example, the permanent perception of capacity according to Table Ex.1 (financial, capital, and investment proportions, including local banking services).

These capacities should be directly related to the given territory (provinces) and time determination (whether a proposal, request, implementation, use, or liquidation of the mentioned organization or project). But the feasible strategies and targeted details will undoubtedly be the matter for the relevant TG and FBs of the specific state and province (during the SPC Utility and Drivers building services).

3. Why should you be interested in the Self-Powered Community?

Why relationships are necessary and beneficial among high, unstable, and low territories (or in any other used dictions of their identification) is continuously explained in the texts on the Website and solved via the Open Webbook. But, in general, it is always about the help of the more robust to the weaker - but at the geopolitical level, we can see for centuries a fundamental problem.

Any more robust service is often destroyed by selfishness and overcome by the malice of war. It is more pragmatic to be closer to a long-time ongoing quasi-evolution than revolution changes with personal responsibility; minimally, each change needs some time for absorption by a newly created environment. In this sense, it is a real challenge to understand the distributed responsibility of the "human-machine" role in the GT environment.

Summits and international conferences discuss why the human population has such problems. In summary, in a general view, it outlines why we, people, are doing many things so counterproductively. Without machine (a computer) support, we prefer to talk (very often too much) and less to calculate; we make the excuse that we are missing figures for data and love quasi-freedom in un-conflicts "talking" without measurable and conclusive data (than we do not generate data - attributes for machines).

We draw ourselves down in a flow of primarily incorrect information and discussions motivated by them. It is the answer to why the remedies (e.g., via Summits or international conferences) implemented are toothless and their effectiveness is insufficient. It is a big topic. An example is the Outcome Document of the Third International Conference on Financing for Development: Addis Ababa Action Agenda, 2015 (still a frozen and unsolved issue from 2015 to the present). The Website's Author sees it as a crucial deficit of present philosophy. He explains it via the Open Webbook, built on his model of the Great Triad (GT).

The model aims to compress this severe topic. The path sees in a complete and comprehensible expression via a simple symbol for the century of the 21st. – the GT.

Such a challenge puts the GT model in the role of an application we call common sense. It is tied to the space-time of multiple generations for the benefit of thousands of provinces. Therefore, a high probability exists of its need. For deeper penetration into this thinking, please visit Genesis and References of this web. Any web reader can accept this recommendation as a prelude to working on his/her projects.

Figure W.8 and Story 3 of TO WHOM Section


Tasks in a simple quote (e.g., six tasks in Figure W8) usually lead to successful ends if it concerns priorities (you are convinced of them, or even if they are an expression of a common consensus) and that includes their hierarchy and orientation to target functions and the ways to them. Then we can gain a basic (structured) chain of milestones and task packages (assignments for the project) which, if they are completed and adequately settled (closed) in the entire chain, create a high probability that you will handle the preparation and implementation of your projects well. That's what is offered to the SPC project stakeholders, and SPC Utility shareholders.

You can read the Diagram this way:

There is only one way to start. Not red, but the green line gives a sense. Green line means that stakeholders will visit the Internet and mostly work on it with its assistance. What does the Diagram suggest?

As the SPC stakeholder, item (a), you are asked to find a way to improve and increase work productivity (individual, team, collective) on the Internet (d). But you always need capital for that (it's not just about visiting the Internet and searching for the services it offers). Therefore, when the development of your work says (e.g., on the Webbook) that there is already something to discuss, we turn to the Philanthropist, item (b). We will use the obtained financial resources to prove via scientists and ICT experts that the current readiness of Blockchain and Smart Contract applications is on the table. It allows starts acting, mainly with TG, about the way to the SHIFT from traditional project management (PM) to the implementation of the New Project Paradigm (NPP), item (e).

It is a chance for the SPC, together with the TG, item (c) and above all, the responsibility of everyone from the TG formation to cooperate with subjects from the FB formation, item (f). Negotiating ways to strengthen project stakeholders and motivate shareholders to financialy participate on the SPC Utility capital grows. It is a chance for the SPC, together with the TG, and above all, the responsibility of everyone from the TG formation to cooperate with subjects from the FB formation. Negotiating ways to strengthen project stakeholders and each specific SPC Utility shareholders, item (a). It means dealing with potential investors of funds and other possible resources (e.g., financial share on the capital value of the SPC Utility) for financing sustainable and further development (e.g., SED, DRR, and HA projects) considering the UN SDG challenge and SPC projects.

Dialectical diagrams saying:

Let me add these recommendations:

  1. Understand yourself, learn to communicate, and use data and information from the complex data pool of the Great Triad (see Figure GT). Accept the role of the Observer in GT. In other words, understand and seize the right of any living object to observe what is happening around. Grasp the right to be respected as an observer of his/her existence in its near and far surroundings.

  2. Select and honor wisdom patterns and their legacy in the As-Is. Each Observer should be aware of the relativity of time, i.e., understanding their meaning in the As-Is time. Observers should strive to be qualified to distinguish when and in what environment the wisdom patterns were born (see Figure C1a.1). It is a way of perceiving our development in As-Is and To-Be timing stages. For orientation (to acquire knowledge), for motivation (any kind, but except envy of the success of others) to be in the space-time that the Great Triad (GT) defines.

  3. Realizing that everything one does, prepares, and executes is done through projects and organizations (with full responsibility of individuals, teams, or collectives). We see around us products (things), services (help), and work of all kinds (well or bad organized life). Organizations produce and sell products and services via projects. These generate new projects that are bringing new organizations into the world. These again innovate themself and eventually find they no longer need so many things, services, and crafts (works). However, the cycle of changes in projects and organizations continues. It is a principle of how humans generate and accumulate waste in the GT environment (see Figure C4e.3).

  4. Accept optimism. Do not be afraid to communicate. Do not deceive themself or other live objects (creatures). We all should understand and learn scaling rules (structuring events around us). It is helpful to apply benchmarks (comparing and evaluating their effects). It would be best to respect data and information risks about human behavior and knowledge. Anybody should understand his/her As-Is stage, and nobody should not be afraid of hard work and not succumb to cheap promises and offers in the matter of his/her To-Be time stage (see Figure C6c.1-spin).

There are too many tasks, but goals and paths to them are toothless without fulfilling them. Then, any effort to build Global Human Adaptation (GHA) and Global Digital Transformation (GDT) loses sense.