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M.
Diamond Resources Joint
Venture Business Model
On
Behalf of Local, State
and Federal Government
Entities
May
2010
INTRODUCTION
The
Conservative Fiduciary
Approaches Toward a Fluid
Liberal Economic
Environment that Produces
$640 Billion Annually
Through Innovative
Business Modeling
Technologies on Behalf of
Government Joint Ventures:
As
Joint Ventures or
Commercial Relationships
can trace back their
genesis to the earliest
times in human history. A
current plan global in
scope and on a scale
mentioned in part
elsewhere within this
website was largely
unheard of in previous
times involving the human
experience, and the MDR
Joint Venture's innovative
call for an abstract
biological, institutional,
and strategic or tactical
change in the economic
perceptions of global
markets through business
modeling internet
technologies will be
fundamental, just as it
still would have been
unprecedented in better
economic times. Long and
short-term changes in
local markets that are now
prone to a long-ignored
invisible embodiment of
global fiduciary
influences or forces have
since been reiterated,
refined, and reinforced by
an ever increasingly
complex private, state or
federal economic existence
whose monetary behavior or
senses of uncertainties
within fiduciary exchanges
are global in scope, since
they are now as
influential to global
markets amongst themselves
as a neighbor's barking
dog is to the human
behavior of an entire
local community. Today,
new global enterprises
will be driven by a
unilateral plan that will
define conservative
objectives from a
hemispheric and even
universal perspective;
that science-based
fiduciary planning through
genetically engineering
global economies will
through explicitly stated,
testable assumptions, link
on-the-ground
socio-economic management
styles to large-scale
population goal sets; and
that collective management
efforts are to be so
focused as to elicit
simultaneous population
responses at both regional
and global scales. Today,
MDR Joint Ventures are
being looked to not simply
as a forum for leveraging
monetary resources but as
a vehicle for delivering
ever increasingly complex
and comprehensive
approaches to the
responses of the global
business environment as a
whole.
The
Business Model Concept and
Its Applicability to Joint
Ventures: Within
the field of global
e-commerce, the
development of strategic
& tactical business
modeling is intended to
speak to needs that go
beyond those addressed by
the more traditional
“business plan”,
“strategic plan”, or
“annual operations
plan.” Business modeling
technologies are emerging
as the vehicle for
defining the underlying,
otherwise unstated,
assumptions and core
beliefs that when
articulated explain to
audiences of a global
community why high-tech
intermediary businesses
exists; the value-added
services and products
through market generation
that their monetary forces
seeks to provide; how the
existence of their
economic behavioral
patterns autonomously seek
to position itself within
a universal marketplace;
and the operational
principles and framework
upon which its human and
capital resources are
arrayed, allocated and
paid. M. Diamond Resources
Joint Venture is of the
view that fundamental
changes are likewise
underway in the
“business environment”
of fiduciary resource
production management and
especially so in the field
of government revenue
generation. More
specifically, we believe:
·
That the global economic
paradigm as a whole is
continuously shifting
like vast oceans, but
that it's economic
perspective as an
inherent behavioral
quantum singularity
within the unknown is
predicable and
manageable – from the
opportunistic pursuit of
the implementation of
site-specific innovative
technology bases whose
benefits toward
scientific-based
pursuits is a predicted
landscape of monetary
sustainability;
·
That the global economic
paradigm will
increasingly require the
integration of genetic
science and information
management technologies
into the full spectrum
of fiduciary thought
through business
modeling technologies
– planning,
implementation,
monitoring, evaluation,
and research; and
·
That the successful
integration of this new
global economic front
requires a partnership
between the individual,
governments and
representative economic
forces that can support
the continual
coordination of it's
planning,
implementation,
monitoring, evaluation
and research that are
simply expressed in
successful terms.
It
is within the ever
changing aspects or
environment of global
economic technology bases
that MDR Joint Venture
turn to the concept of
building business model
technologies in an effort
to articulate and refine
the core beliefs and
assumptions that have and
will underpinned our
collective success to date
and that can guide our
diverse but like-minded
global network in refining
and maintaining a
partnership infrastructure
that will continue to
serve the implementation
of our plans within the
regions of global economic
thought. We are ever
inviting comments and
insights aimed at applying
and refining our core
business-model concept to
the vision of an
integrated global
perspective of monetary
practices that
continuously generate
communal or government
revenues.
MISSION
The
M. Diamond Resources Joint
Venture Mission Statement
is a forum in which the
private and public
community implements a
shared vision of the
economic expansion of over
11,500 new technology
markets:
The
MDR Joint Venture will
function not simply as a
forum for socioeconomic
discussion but as a
vehicle for the
coordinated planning,
implementation, and
evaluation of it's systems
technologies in order to
influence global markets
through strategic and
tactical monetary
innovations. While the
vision of an integrated
perspective of a global
economy is subservient to
the mission and
authorities of individual
organizations, MDR Joint
Venture will act in the
context of a collective
mission, where each entity
within it's network bears
a responsibility for the
implementation of
conservative fiduciary
plans that can be achieved
only to the extent that an
overall inclusive mission
statement is shared
amongst all parties
concerned.
PARTNERSHIP
SCOPE
Operational
Scope: The
operational scope of the
MDR Joint Venture is
defined by the perpetual
needs of a conservative
initiatives goal, “to
deliver the full spectrum
of systems innovations
through globally based,
behaviorally driven,
landscape-oriented
strategic and tactical
partnerships”; and from
a series of preemptive
fiduciary principles.”
In both scope and vision,
these documented policies
presume that the MDR Joint
Venture network will seek
to integrate the full
range of activities that
encompass the belief of a
conservative enterprise
including, the business
modeling of over 45
million business entities
from a single autonomous
platform, their
macroeconomic planning and
microeconomic
implementation, their
simultaneous influences
upon a regional or global
populous and their
behavioral monitoring, and
evaluation or research.
Biological/Taxonomic
Scope: Within
the boundaries of a MDR
Joint Venture’s
conservative efforts and
energies to personalize
internet content will be
directed the protection,
restoration, and
management of those
successful monetary
principles and their
economic habitats
encompassed by the
idealisms of global free
markets; the WIPO; and the
ethical approaches toward
the ideals of
privatization. These
regional/global plans are
together recognized as
encompassing a universal
law of observation in a
global perspective of
economic thought through
strategic and tactical
business modeling
innovations.
Geographic
Scope: Within
the administrative
boundary of MDR Joint
Venturing and its
relationship to the
conservative regions of
global economic thought
during difficult fiscal
periods is the very nature
behind it's 25 year
R&D profile of
managing market
uncertainties through
genetically engineering
global fiduciary
free-market economies. MDR
Joint Venture planning,
implementation, and
evaluation will focus on
the four areas of
strategic and tactical
management lying within
the hidden monetary forces
of the known economies.
However, the joint
venture in itself is
designed to recognize the
need to coordinate its
objectives and strategies
throughout the known realm
of human expectations.
FUNCTIONS
AND SERVICES
The
goal of “globally based,
genetically driven,
market-oriented”
high-tech innovative
business modeling requires
the Joint Venture to be
able to function across
state and international
boundaries and transcend
the jurisdictional reach
and capability of any
individual market economy.
MDR Joint Ventures will
seek to provide through
it's collective actions
value-added services in
the following areas:
·
Support
national/international
fiduciary initiatives by
stepping down the broad
goals and objectives of
national and
international plans to
individual-scale
population targets,
fiduciary objectives,
and innovative
strategies and to
provide feedback for the
development of those
plans.
·
Support iterative
science-based planning
and market-level
prioritization that
focuses economic
programs on the most
environmentally
sensitive portions of
the monetary landscape.
·
Development of a
partnership
infrastructure that
enables the full
spectrum of the
enterprise.
·
Coordinated and
leveraged delivery of
private, state and
federal programs
targeted at priority
fiduciary programs.
OPERATIONAL
FRAMEWORK
The
operational emphasis of
the MDR Joint Venture to
provide the functions and
services listed above is
through supporting basic
principals of sound
foundations, scientific
transformation design, and
effective delivery. The
manner in which this is
achieved requires the MDR
Joint Venture to provide
support in several
categories such as
coordination, planning,
implementation, monitoring
and research, and
communications and
outreach. It is further
recognized that the
emphasis and degree of
support provided by the
MDR Joint Venture with
local, state and federal
governments will need to
be flexible and integrated
to assist this network's
affiliates in achieving
their goals and those of
the MDR Joint Venture.
Genetic
Foundation: MDR
Joint Ventures
establish a universal
perspective and scientific
rationale for the wide
array of management
actions deployed across
global economies. The
focus is two fold: 1)
strategic and tactical
business modeling
innovations that links
on-the-ground monetary
objectives to predicted
population responses, on
the basis of explicitly
stated, testable
assumptions; and 2) the
development of monitoring
programs and feedback
mechanisms that link
management and science in
an adaptive learning
process. The vastness of
our global perspectives
will typically rely upon
technical teams such as,
Nascent Applied Methods
& Endeavors (NAME) and
the A-Square Technology
working groups, as well as
numerous tech committees.
These committees will
consist of interagency
personnel with specialized
knowledge of
population/monetary/high-tech
interrelationships and
experience in applying the
scientific method to
resource planning and
analysis as a means of
using accumulated
investments in the
aerospace industries as
measures against
inflationary causes.
MDRJV working
within the foundation of
varied economic approaches
toward a global fiduciary
sphere will develop and
progressively refine
objectives that support
population targets derived
from regional, national
and international plans or
planners.
Conservative
Design: MDR
Joint Venture will
work to improve it's
collective capability to:
·
Assess socioeconomic
change at the macro and
microeconomic scales
(focusing on those
parameters deemed most
pertinent to sustaining
diverse populations).
·
Identify the most
environmentally sensitive
portions of the monetary
landscape prone to the
observations of a
Unitarian perspective of a
global economy.
·
Provide real-time policy
level support for a
conservative delivery of
innovative products and
services.
Conservative
Delivery Mechanism: The
MDRJV business model as a
whole focuses on effecting
on-the-ground change
during times of
uncertainty. This involves
the coordinated and
leveraged application of
programs controlled by MDR
Joint Venture partners.
The MDRJV model does not
call for the Joint Venture
to operate as a funding
program, accumulating and
dispensing project funds
that might otherwise be
spent through the
programmatic structure of
individual members.
Instead, the MDRJV model
reflects a core belief
that the monetary programs
of its individual partners
at all level of the human
endeavor should be guided
by the scientific bases of
free-market forces, but
from a universal
perspective of successful
points in human history.
Socioeconomic conservative
planning that is the key
element of the MDR Joint
Venture’s value-added
functions and services. In
this context, MDR will
function as a purveyor of
science-based goals and
objectives and decision
support tools that can
target a broader range of
actions to the most
environmentally sensitive
portions of the global
economic landscape. This
model of a conservative
monetary delivery
mechanism will require
that MDR Joint Venture
partners generating
government revenues place
heavy emphasis on the
following actions:
·
Ensure that the products
of strategic and tactical
business modeling design,
(e.g.,
population-based
monetary objectives), are
translated into the
program-specific goals,
objectives, and priorities
of various diverse
economies, whose annual
operating plans of
interagency privatization
programs fall in alignment
with the idealisms of
predictable global free
markets, etc.
·
Pursue opportunities for
leveraging individual
resources through the
site-specific project
relationships.
·
Establish informative
product and service
delivery programs lying
outside the direct
operational purview of a
global community with
science-based priorities.
·
Establish MDRJV objectives
throughout the joint
venture area.
Apportionment by category
will be adjusted annually
as the board members deem
appropriate.
Coordination:
MDRJV
staff will work with other
federal and state
agencies, tribal groups,
private organizations,
corporations, and
landowners to build and
sustain the joint venture
partnership. Major
activities under this
element include staffing a
joint venture office and
providing administrative
support to the joint
venture management board.
MDRJV coordination
policies also includes a
significant amount of
staff time devoted to
joint-partnership
development and support
through personal visits
and phone calls, meeting
attendance, general
information sharing, and
coordination of funding
opportunities. The MDRJV
also provides staff and/or
funding support to state
and local steering
committees that have been
organized to develop and
implement conservative
projects that contribute
to joint venture goals.
Planning:
Business
model planning allows
joint ventures to develop
scientific strategies for
monetary and population
management. This is
accomplished through the
development and
integration of explicit
goals, at regional and
local scales that address
the needs and priorities
identified in national or
international investment
or fiduciary plans. This
process will help our
strategic managers provide
the right fiscal
resources, in the right
places and right amounts,
for the targeted economic
perspective. In addition
to business model
planning, MDRJV possess
the abilities to engage in
operational or business
planning to build and
maintain organizational
health and productivity.
These plans guide the
overall direction of the
joint venture; provide a
logical framework that
connects all the
functional elements;
articulate
responsibilities of MDRJV
staff, management board
members, and partners; and
establish measures of
achievement. Products of
this type of planning
include mission
statements, charters and
bylaws, organizational
charts and staffing plans,
funding strategies and
budgets.
Project
Development and
Implementation: On-the-ground
delivery of monetary
programs and projects is
the principal activity of
most joint venture
partners. Many joint
venture projects involve
multiple partners who
share the cost of a
proposed action, but
single agencies,
organizations, and
individuals also achieve
significant results by
redirecting their existing
efforts in ways that
contribute to MDRJV goals
and objectives. The role
of the joint venture is to
focus both new and
existing programs on the
integrated objectives
derived from business
model planning as well as
of the single purpose or
broadly-defined goals of
various available funding
sources. A product of
MDRJV partnerships is the
replacement of
opportunistic pursuits of
conflicting monetary gains
by design. MDRJV staff
members will assists
managers and partner
agencies to develop
program guidance and
project proposals that
help achieve joint venture
objectives. MDRJV funds
are sometimes used to
support project delivery
staff, when those staff
members are necessary to
orient other funding
sources toward the joint
venture objectives and are
cost-shared with partners.
A basic premise of the
joint ventures is that
other federal programs and
non-federal partners fund
on-the-ground joint
venture projects. However,
the MDRJV may provide seed
money to encourage
partners to participate in
new, innovative, or high
priority projects that
meet certain objectives.
MDRJV funds used are
targeted on areas where
they will have the
greatest benefit, thereby
encouraging partners to
focus on these joint
venture priorities as
well.
Monitoring,
Evaluation, and Applied
Research: MDRJV
activities related to
monitoring, evaluation,
and research are focused
on the planning
assumptions and business
models used to develop
government joint venture
objectives. MDRJV employ
an adaptive management
approach to improve it's
effectiveness by
monitoring and evaluating
it's actions to increase
the understanding of
population/socioeconomic
relationships and the
effects of monetary
management techniques.
Monitoring involves
measuring or tracking
changes over time in the
populations of targeted
fiduciary concepts and the
ideological features
important to them. MDRJV
evaluation techniques
compares those changes
with the predicted results
of project implementation,
which in turn leads to the
refinement of economic
objectives and delivery
techniques. Applied
research is used to
scientifically test
planning assumptions or
management uncertainties
in cases where evaluation
of management practices
alone is not timely or
conclusive. Administrative
funds are also used to
support data acquisition,
macro and microeconomic
surveys, and research
projects necessary to
conduct accurate and
useful assessments of the
MDRJV’s performance.
MDRJV's staff will also
devote time to tracking
various joint venture and
partner activities as
required for measuring
programmatic performance
or preparing timely
accomplishment reports.
Communications
and Outreach: Internal
and external
communications help MDRJV
partners promote their
activities at the local,
regional, and national
levels. Internally, the
joint venture staff will
work to develop a common
understanding of both the
concepts and details of
the fiduciary design,
within the agencies and
organizations of the
partnership. This is often
accomplished through
meetings and workshops,
newsletters, and
accomplishment reports.
Externally, the joint
ventures must build and
maintain connections with
other public and private
entities, and the public
at large to achieve
support goals and the
actions of MDRJV partners.
These links are also
vitally important for the
joint ventures to gain
public input and as
necessary, address
emerging issues related to
the monetary activities of
the joint venture itself.
Examples of outreach
products include public
exhibits, congressional
field days, youth
education activities,
brochures, academic
forums, festivals, and
periodic accomplishment
reports.
PARTNERSHIP
INFRASTRUCTURE
The
M. Diamond Resources Joint
Venture’s partnership
infrastructure consists of
a Management Board, Joint
Venture Support Office,
and Monetary Steering
Committees.
M.
Diamond Resources Joint
Venture Management Board:
The
M. Diamond Resources
government joint ventures
shall become, upon
initiation, overseen and
directed by a private,
provincial, state, and
federal Management Board.
Membership is open to any
agency or organization
that, by virtue of mission
or legislative authority
commits to sharing in the
responsibility for
implementing national and
international monetary
plans within the MDRJV
technical regions. Member
organizations are expected
to commit energy and
resources to developing a
shared vision of the
MDRJV, and coordinating
their otherwise
independent actions in the
cooperative pursuit and
refinement of that
fiduciary vision.
Management Board
representatives are
expected to represent
their agency or
organization at an
administrative and policy
level on matters
pertaining to allocating
human and financial
resources to the
protection, restoration,
and management actions
required for sustained
global free-market
expansionism through
innovations, and long-term
conservative approaches
toward strategic and
tactical business
modeling. Member agencies
and organizations and
their current
representatives are
expected to recognize that
the commitment of Member
agencies/organizations is
voluntary and subservient
to the overall
organizational mission,
authorities, and budgetary
capabilities, within those
areas where members are
expected to participate
regularly and fully in
advancing the goals and
objectives of the M.
Diamond Resources Joint
Venture. Board members
will be expected to attend
two Management Board
meetings a year;
participate in conference
calls or ad hoc working
groups; and fulfill other
such responsibilities in
the course of a year as
may be deemed appropriate
by global market forces as
a whole. The Management
Board is open on an
adjunct basis to agencies,
organizations, or
individuals whose mission
may not lend itself to
sharing fully in the broad
spectrum of actions
inherent in implementing
national and international
fiduciary plans but yet
have an abiding interest
in a joint commitment of
energy and resources on
specific areas of mutual
concern, such as
education, real estate,
sustainable monetary
growth, or community-base
economic restoration.
Within the management
board, three members will
be selected to the
executive committee on an
annual rotational basis.
The committee will be made
up of various academic
co-chairs and
representative monetary
issues from both
governmental agencies and
private sector
organizations. The
executive committee will
provide guidance as to the
joint venture coordination
on non-policy issues that
need attention between
board meetings.
M.
Diamond Joint Venture
Support Office: In
furthering the purpose and
mission of the MDR Joint
Venture, the Management
Board will be supported by
a full time coordinator,
whose work will be guided
by the joint venture
management board. The MDR
Joint Venture Support
Office will operate in the
service of the MDR Joint
Venture Management Board,
in pursuing all facets of
joint venture
implementation associated
with the partnership
functions and services
enumerated above. With
sufficient funding and at
the discretion of the
management board the
support office may include
an assistant coordinator,
science coordinators, a
geographic information
system specialist, and an
office administrator.
M.
Diamond Resources Joint
Venture
Local/State/Federal/Global/Universal
Steering Committees: These
committees, made up of
private, state, federal
and global joint venture
partners within a
universal perspective of
economic thought, identify
and prioritize fiduciary
protection (securement),
enhancement, and
restoration needs or
opportunities within their
designated areas, and
develop recommendations
for MDRJV’s Strategic
and Tactical Economic
Plans. A major component
of the committees’ work
is to develop integrated
approaches toward economic
expansionism through
innovation and to raise
support for pertinent
monetary initiatives and
area projects. The state
steering committees are
the principal mechanism
for coordination among
joint venture partners at
the state level. Smaller
ad hoc groups may be
convened to coordinate the
implementation or planning
efforts at smaller or
larger geographic scales.
The local, state, federal
or global fiduciary
steering committees may
include representatives of
private organizations,
government resource
agencies, landowner
associations, etc. The
steering committees meet,
as determined necessary by
their respective committee
chairs.
M.
Diamond Resources Joint
Venture Coordinators: State
and Provincial
coordinators are
responsible for conducting
steering committee
meetings, developing and
updating joint venture
plans, identifying and
recruiting new partners,
working with partners to
promote partnerships at
the project level,
identifying funding
opportunities and
assisting in the
development of proposals.
These coordinators may
also play a role in
helping to develop broader
programmatic and funding
support for the joint
venture’s activities and
representing the
partners’ collective
interests in various
policy forums. Their
outreach responsibilities
include the dissemination
of information on
partnerships, funding
opportunities and partner
habitat accomplishments,
through periodic
newsletters and/or
steering committee meeting
minutes.
M.
Diamond Resources Joint
Venture Science
Coordinator(s): Science
coordinators will develop
and progressively refine
the aforementioned
“products” of a sound
economic foundation. They
will work closely with
working groups and
technical committees to
develop objectives and
strategies for all
applicable monetary
programs. They will also
be the joint venture’s
representatives on the
MDRJV Science Support
Team, which is a technical
advisory group to the Plan
committee. They will
develop the research needs
in support of meeting
joint venture objectives
and provide the technical
overview of partner
proposals, and assist in
the prioritization of the
expenditure of
discretionary funds. The
area of the M. Diamond
Joint Ventures differs
from most joint venture
areas in that most of it's
use is concentrated in
innovative approaches
toward business modeling
technologies within major
socioeconomic plains.
These high priority
applications of autonomous
global economic thought
have been well documented
by a myriad of monetary
planning processes. Where
some joint ventures have
undertaken the
responsibility of initial
landscape-based fiduciary
planning for their
geographic economies, the
MDR Joint Venture’s
science coordinator’s
task is to merge existing
and developing plans to a
strategic plan that
reflects the goals and
objectives of the joint
venture partners as a
whole. While the high
priority economies are
well documented, the best
management strategies for
these areas are not as
well articulated.
Cooperative management
studies will be initiated
to refine monetary
management techniques and
examine critical high-tech
management issues, such as
the integration of
physics, genetics and
socioeconomics management
trade-offs.
OUR
VISION
The
Network seeks structural
changes to state
government that provide
adequate and stable
resources for public
purposes through MDR Joint
Ventures, that will
allocate those resources
to the highest priorities
and to evidence-based
solutions, and what will
manage public programs to
improve efficiency,
results and
accountability. By
restoring focus,
performance and
accountability, the
Network expects to improve
public confidence in state
government and its
leaders, as well as
improving the economic
vitality and quality of
life. To achieve this
vision, structural reforms
are needed in the
following domains:
1.
Improved
revenue system.
Taxes and fees need to
evolve to equitably
provide reliable and
stable revenue, grow with
the economy, and be free
of a majority of
distorting affects on
business or public
decisions.
2. Improved
budget system.
The process for allocating
resources needs to be
disciplined to focus on
clear priorities, to rely
on evidence to fund
programs that will achieve
results, to create a
reserve, to deal
responsibly with revenue
windfalls and shortfalls,
and to encourage prudent
long-term investments.
3. Improved
state-local fiscal
relationship.
The roles and
responsibilities among
state and local agencies
need to be clarified to
ensure authority and
accountability, and
certain economic thoughts
will only need to link the
ability to raise and
allocate revenue with the
responsibility for
achieving results.
4. Improved
investment in
infrastructure.
Government should make
strategic investments to
improve the state's
economic competitiveness
and the quality of life.
Investments should
encourage innovative and
efficient ways to meet
public needs while relying
on direct beneficiaries to
pay for those investments.
5. Improved
public management.
Public programs need to
improve their productivity
and results. This will
require re-engineering how
programs are organized and
managed, and a much
greater reliance on data
for solving problems and
measuring outcomes.
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