A NEW AUSTRALIAN INDUSTRY – GEOLOGY MUSEUM PROGRAM

Short title: A NEW AUSTRALIAN INDUSTRY

A System Development Life Cycle for the Enterprise Resource Planning AND Enterprise Asset Management for A GEOLOGICAL MUSEUM at VICTORIA, AUSTRALIA

PREPARED 9 November 2000, by John D. Hughes Dip. App. Chem. T.T.T.C. GDAIE

Updated 21 March 2001

Last updated 13 April 2001

Uploaded to this website 15 April 2001

This paper discusses the basis of a new Australian industry.

It will comprise a public Museum program addressing the unfinished business of learning. This new Australian industry will open windows on the world for persons around the world.

This new Australian industry will assist in stopping the domestic economy from heading forward to international irrelevance.

One of the reasons the curator of the Museum could find this new industry is that he overcame the ordinary view of business that is at once synthetic and incoherent, like memory.

In preparing a Systems Development Life Cycle (SDLC) of a for-profit geological Museum, we need different persons with different skills to be involved.

We wish to mount systems development with scientific development rather than heuristic methods.

After the initiation stage, the scope of the project is planned followed by analysis, then followed by design then implementation.

Then the systems are reviewed and maintained.

There is little known about what we propose in terms of the new economy.

We need to show the outside system levels and then train the next two generations of information specialists who can operate a geological Museum at a profit.

Proposed use of impressions of the interesting geological times that have formed Australia to overcome sloth and torpor

We posit it is time for Australian religious or social service goals to be changed affectively to balance a dull materialism to overcome sloth and torpor that has entered the mainstream thought of the nation.

It is interesting to note the publicity given to the half dozen Aboriginal art exhibitions touring overseas at present fits within a tradition in European cultures with a long fascination with what Benjamin Genocchio terms “ the exotic and the primitive”.

It is an Australian example of the bulk of the consumption and interpretation of something occurring outside the communities producing it.

Even today, Aboriginal art experts are likely to be anthropologists as much as curators or art historians. The industry is worth $50 million a year and is a example of materialism and marketing at work.

Powerful forces in society and law want aboriginal notions frozen in place and time because they want a static notion of identity and culture.

This is not a critique about art dealing but by making known specimens that illustrate the evidence that gives of balanced scientific theory of the geomorphology of this ancient land.

Materialism holds the view or opinion that nothing exists except matter and its movements and modifications: also, in a more limited sense, the opinion that the phenomena of consciousness and will are wholly due to the operation of material agencies.

The materialist argues we know nothing of mind except as being dependant on material organisation. The existence of mind is well understood in Buddha Dhamma and derivatives of that religion gives a social service imperative that can prosper alongside the materialism of the modern world, against nihilism and eternalism dogmas.

The apparent triumph of materialism seems to be reflected in the new economy and a case might be made that the hearts and minds of persons have been captured by a type of enterprise that does not publish new product as such but delivers created works either free or at a discount price.

We cite the rise and rise of a marketing style that has grabbed the attention of a generation who feed on Napster output to the extent of a claimed 22.5 million users and from Amazon.com with 22.5 million customers.

The US Federal Court has upheld a ruling based on infringement of musical copyright protection against Napster and Amazon.com has yet to make an overall profit from its traffic in discounted books.

It would appear in the new Internet culture speed has become more important than direction.

Human beings have a genius for finding their way into orderly markets, and assigning values.

There is no reason to believe that the diversity of the World Wide Web will overwhelm it and traditional production and warehousing will go to new supply chains for those who can manage them well.

All the upsizing has produced a shift in power, from the editorial offices to the bastions of the marketers. Questions about literature are really irrelevant to them – but there are still readers who crave literature as much as ever.

The publishing culture as a whole is now a culture where marketers rule.

Against such a cultural background, it is hardly surprising that deconstructive criticism ought find a place as postmodernism that is seen as an agent of destruction because its followers do not believe in objective reality or so the story goes.

It has been termed "fashionable nonsense”.

Christopher Morris termed it “the revenge of literature upon philosophy”.

Post-modern theorists notions towards science is essentially and overwhelmingly negative.

Part of the Museum’s self-appointed tasks is to use the power of the wholesome minds to be the champion that defends science and reason against those who wish to “unbuild” the foundations of science.

The prime source of local wealth in the State of Victoria continues to be based on the development of its earth resources through its extractive, mineral and petroleum industries.

These three major industries directly contribute $3.5 billion annually to the Australian economy.

The key challenge of the Geological Survey branch within the minerals and petroleum division is to drive sustainable development this Century.

The influence of technology in changing the nature of education

Bill Gates of Microsoft has great confidence that the Internet is going to change education as fundamentally as it changed when we had printed books.

In a world where performance doubles every 18 months, even relatively mature technologies may have limited life spans.

In the supply chain, we do not have the resources to view ourselves as a general store committed to supply all things on request to all comers.

The Museum is a privately owned organisation and does not have to satisfy everybody’s needs.

We must be understood as saying the tactics we intend to use to operate the Museum use a smaller number of critical considerations than are usual in most of living.

The notion of “value” and restoring meaningfulness in your life

We hold that the term “value” has no precise meaning in psychology.

Value is a way of describing things valued in some other set of terms.

There are two aspects to this “value” notion.

Firstly, when we make a “natural selection” of what specimens we choose to distribute on our Internet catalogue as a beginning, we are not impelled to target specimens that may specifically have excitement value for those of lower socio-economic status.

There is strong evidence that the use of drugs, such as alcohol, goes across many socio-economic groups and that persons use it to improve their bleak or painful life situations.

It may serve as a focus to provide a sense of meaningfulness where meaning is otherwise lacking.

The second case is that this lack of meaning can arise from a dull job or a lifeless marriage, when emotional investments are made elsewhere.

In modern industrial society, lack of sense that one’s life is meaningful has taken on the proportions of a major social problem.

Viktor Frankl (1967) calls it “noogenic neurosis”.

Dealing with it presents a problem of affective engineering- of finding ways to rearrange person’s lives or the way they view their lives so as to restore to them a sense of meaningfulness.

Loss of value from persons having depressed moods is well known because such moods lower the value of virtually everything.

Interactive learning using the virtual and real Museum

The second stage of open learning evolved in Australia as a particular form of distance education characterised by use of the broadcast media and designed to provide open access to tertiary education.

The first stage was correspondence courses provided by post.

In 1994, the Commonwealth of Australia abandoned the notion of supporting a small number of distance education Centres, instead favouring the mixed mode of delivery from all institutions.

The third stage of distance education online has a potential for interactivity and student directed learning.

University communications switched from journalism to marketing mode.

We wish to provide an online virtual and a real Museum having a wide range of specimens where persons can learn about the scientific method behind geology without taking examinations.

Within our base collection we have many commercial ore samples.

Australians have stories of almost mythic proportions about stuff dug from this continent.

It was mineral wealth (gold) that first attracted large numbers of persons to Australia, and mining still ranks as one of the major industries in this country.

Traditionally, coal mined in Newcastle and Sydney in New South Wales, at Ipswich in Queensland and brown coal in Victoria supplied the fuel for industry and for making affordable electricity.

Hydroelectric power from the Snowy Mountains and use of natural gas for electricity supplies came with later development.

Silver, lead and tin are generally found together and were produced at Broken Hill in New South Wales and Mount Isa in Queensland.

Copper was produced at Mount Lyell in Tasmania, tin in New South Wales and Tasmania and iron at Iron Knob near Spencer Gulf, and Yampi Sound on the North West coast.

Earth sciences are well placed to get funding for research and small groups, even a single individual, did some of the best university research.

The work of physical vulcanologist Ray Cas of Monash University had implications for mineral damage and for governments concerned to minimise property damage and loss of life in the wake of volcanic explosions.

By telling various stories over and over to hobbyists we supplement academic publicity by encouraging geologists to write of their success and their lived experience in the field in the form of case study to inspire others.

It is expected that when we provide fresh case studies written in a style that is not too journalistic but stresses how a researcher’s motivation to achieve synergy to reduce the abrasion between administration and research can help attitude towards flexible thought.

John does not put a limit on the gifts of specimens he plans to accept for his Museum. The most important priority for responsiveness to take place is to avoiding the weight of procedures that must place with a commercial organisation of full opportunities.

Mr. Avi Olshina of Geologist Mineral Resources recently made a large donation of rocks from the Department of Natural Resources and Environment, originating from the State of Victoria, Australia, to Geology Museum@Upwey.

At our Museum we place great value on preventing the degradation of the lived existence of members of the “connected society”.

These persons will have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work.

The old work was not free of stress but at least there was some feeling of power over the work.

It has been suggested that much depression that is work-related is also associated with a feeling of powerlessness.

It has been reported that the profound effects on stress levels of the general population in the new market place has lead the World Health Organisation to predict that by 2020 stress will account for half of the top ten medical problems in the world.

When the substance of a person’s work life as regards nearly all aspects of their work is in another person’s hands and, work becomes the central feature of their life, it ought come as no surprise that he or she looks for stress relief outside the reward of hard work.

Many persons seek relaxation from stress by adopting life styles that involve sport competition with their peers even if the type of relaxation itself involves a pretence risk and is favoured by the upwardly social mobile.

When a place of mass employment, be it a mine, a head office or a factory or supply depot can close almost overnight and dismiss or request a workforce to move to another location interstate or overseas, how can full ownership of property near the place of work afford peace of mind and security?

In the earlier industrial age experienced by their parents, it was not often that the place of mass employment whether it was a head office having clerical workers and layers of managers or a main factory or even the local gas works was likely to shut down without notice.

Nowadays with the rapid pace of change, repetitious re-structuring within the context of globalisation means that all layers of the organisation are working harder and trying harder.

None are exempt from the anxiety of work place change and restructure. This creates a climate of stress – and a need for leisure and entertainment in briefer and more meaningful episodes.

The Museum is structured to answer some of these needs.

What Does this Website do?

To help answer this complex question, John has provided us with the present draft of part of the theory of what the Founder sees ought to be adopted as a code of practice for ACTUALISERS OF THE MUSEUM.

The Owner of this Museum is well known for his logic and compassion.

Western philosophy has long concerned itself with how a person and the world relate. Western ethics advises a person about the proper manner in which to act towards the world and the other people in it.

Ontology reveals the latent structure of being that governs the relation.

The Museum ontology requires careful explanations because, at times, it introduces unfamiliar neologisms from the viewpoint of Western cultural traditions, such as, for example, the notion of blessings from the Dragon King. Such notions are commonplace in Buddhist cultural perceptions.

In isolation, the Dragon King would simply be potential or nascent.

The materialisation of the contents of the Museum as gift to the Dragon King by its founder/owner creates a field of interest that is constituted somewhat like a series that includes works of art, associates, and other things that interest some persons.

Just recently, we found a useful framework given by a Western-trained researcher at Melbourne University, Paul Fearne, in his paper on Relational Materialism – The Microcosm (2000) in which he has written about actualisers that form a potentialised state.

He posits three types:

1. Hylic – art, musical instruments, anything that is composed of inanimate matter.

1. Biogenic – trees, food, flowers – things that are living, but do not maintain a mind.

1. Noetic – thoughts, emotions, perceptions, and visual imaginings – those things associated with the contents of the mind.

A person enjoys being in relation to other people who share not only similarities with them, but also differences.

John is happy to use this unique framework at times to describe how the MUSEUM can get started.

The next building planned will be at Philip Island and will hold 90% of the Museum specimens. The other 10% will be held at 33 Brooking Street, Upwey.

The critical areas that will create bottlenecks are the physical capacity limitations of the infrastructure to store the specimens. Suite 10 is near 60% of storage capacity.

Minimum display space at Philip Island Storage could drop to $2.50 per specimen.

Minimum display space for the Museum collection

If we do not plan for what we want today, we will regret it tomorrow.

The size of the exhibition must be up to a critical size if we are to charge admission. To charge $5 and to only see 2 display cases is not within the average tourists range of expectations. A reasonable expectation that would satisfy 95% of the expectation of tourists would be 30 well lit, well labelled display cases.

How professional analysis can create value

A professional conspiracy to withhold services, although not impossible in theory, would be highly improbable. Like all forms of personal property “cognitive property” can be hoarded instead of being invested: but only by its investment or application does cognitive property improve the available knowledge capital of a society or improve the lives of persons who lack such knowledge.

In the supply chain that leads to sales, the “value-creating substance” is the ergometric display that promotes a focus where the object to be sold becomes close to the potential customer. The goods do not have to have an intangible factor to sell them if they can be placed squarely within the seeing consciousness of the customer.

A long training is needed to “objectify” professional skills so that they can deal with something that makes a product more immediate to the client or customer. Loosely, this could be called “placement”.

In the professional sense, use-value predominates over exchange value and the “commodity” exchanged is the ability to bring about an organisational revolution that ensures a quantised difference in sales.

Professionalism is the ability to operate within the commercial market on a possessive market model formed from practical and theoretical knowledge under the form of a special competence.

This form of professionalism has two distinctive characteristics: on the one hand, it is inseparable from mind and self; on the other, it constitutes a resource that cannot be depleted through use. The more professionalism is used in approaches, the greater it becomes.

The Philip Island site will be managed by two companies managing three distinct functions:

1. A Dragon King Temple run by the Buddhist Discussion Centre (Upwey) Ltd. providing occasional 2 day meditation courses free of charge.

Photographs of the Dragon King shrine will be sold to selected persons. A traditional dana box will be provided at the Temple. Banking of these funds will be undertaken by the Buddhist Discussion Centre (Upwey) Ltd. From these funds will be paid rates, insurance and running costs.

1. A training centre run by Julian Bamford at commercial rates.

Development of the Dragon Temple at Phillip Island Site. This training centre will be managed by John D. Hughes & Associates Pty. Ltd. and will include development of a Geology Museum display having a Dragon King and Prajnaparamita shrine. Julian Bamford will pay pro rata costs for use of the premises. This payment will be made to John D. Hughes & Associates Pty. Ltd.

Of these three, the Geology Museum will be managed and owned by John D. Hughes & Associates Pty. Ltd. on behalf of John D. Hughes.

Funds from direct sales at the Geology Museum will be paid into the account of John D. Hughes & Associates Pty. Ltd.

No new company is sought at this point.

Who should own the Temple?

The title of the Temple will be held by John D. Hughes & Associates Pty.Ltd. with a proviso that at the death of John D. Hughes the title is transferred to the Buddhist Discussion Centre (Upwey) Ltd under the same terms and conditions as the title to 33 Brooking Street Upwey is transferred to the Buddhist Discussion Centre (Upwey) Ltd

It should be jointly owned by John D. Hughes and Associates Pty Ltd. (67%) and the Buddhist Discussion Centre (Upwey) Ltd. (33%). John D. Hughes’ trustees are Frank Carter and Anita Svensson.

The advantages of this ownership are: it is a commercial premises so standard insurance clauses apply for business properties including public indemnity.

Main Locus of Production

The production of professional commodities and ideological production of professional services will be under that aspect of exchange value of a training centre. The use value for the market situation will be practice of personal development. The non market situation will be the practice of the organisational profession of Buddha Dhamma.

Product Characteristics

The production of professional commodities and ideological production of product characteristics for professional services will be under that aspect of exchange value that includes skilled labour power, inherent to the person of the professional; socially produced, privately appropriated.

The use value in the market situation will be advice to clients. The non market situation will include administration and research.

How we plan to include images in our catalogue

We take the direct approach to when it comes to including images on our online catalogue.

The quick way to produce the web pages and online catalogues are:

1. Images of original paintings by JDH have to be taken with a digital camera and must be saved as JPEG format to preserve small file sizes that will enable the website to load faster.

2. The digital images can then be included onto HTML pages using HTML editors that have been approved for commercial use.

3. When the HTML catalogue is completed we can then upload the web pages to the website using an FTP program. Again, the FTP software must meet the commercial licensing agreements.

We do not want to produce images as bitmaps (BMP). Its large file sizes will slow down access for online viewers.

Background information about the museum

This paper took 6 months to write because it was a research project that had to be developed by action research cycles over that time.

The management information proposals insists that a large amount of digital recording of Museum specimens will be placed on a website.

The author has been forming the staff needed by training over the last year, persons who can act as practical webmasters. Their practical training over the last year includes encouraging them to fund, develop and manage seven new websites.

Their training included writing researched texts for two online journals and for weekly radio broadcasts.

This background is needed to deal with the philosophy of practical management of the supply chains for two budding Museums (one real the other virtual).

The Museum foundation stone was laid on the full moon day in January 2000.

Some years earlier, a small inauguration service marking the intention to start refurbishing Suite 10 to develop the Museum was performed in the presence of N. Prescott M.B.A.

Since that time, Suite 4 and Suite 10A has been rearranged and equipped with metal shelving to store and preserve spare IT equipment and software that has been gathered for development of the next Local Area Network server that will be called PHOTOLAN.

It will be 100 times faster than the existing LAN.

When built, PHOTOLAN will have sufficient capacity to trail material for the Museum picture website.

Selection and training of Museum helpers

We have processes that marginalise persons who do not want change from the old industrial culture towards the new economy company’s work climate.

We cannot find a large place in our Museum structure for persons who are technology adverse because they would be unlikely to be interested in how we see the two Museums (one real, one virtual) might help Australians to deal with globalisation.

Based on our recent experience of website culture formation, we think we can form positive synergy between the combination of a private real Museum with a decent website having a virtual Museum to provide as output a higher possibility of speeder communication with selected issues in scientific geological education being addressed by the joint Museums, rather than each one as a separate entity.

We have the will to part stratify affordable specialist information to encourage research in geology at a profit.

Our research interests will include providing thrilling new experiences for many persons by involving them within the scientific fields of interest to a local Museum that can turn out research leading to sound economic development in Australia and training persons who feel nourished by a multipolis culture.

The Museum has in mind to become many things including a skills incubator to raise the general level of education inquiry about what science is doing with its collections.

Increasing the number and range of specimens in the collection

We think that the popularity of several institutions, such as geological Museums, appears to be likely to be eclipsed by cyberspace.

We have inherited and have saved and will catalogue small collections by ordinary Australians assembled in such local places, such as, for example, from Mica Creek in Queensland.

In our Conceptual Solution, dated 12 December 1999, we set as a baseline marker, the foundation date of the Museum as 22 November 1999 (from when specimen counting was estimated).

At that time, there was a stock of 2212 specimens.

The Museum has quadrupled the number of specimens held in stock to date.

This shows with satisfactory evidence that the prediction that awareness of donations of specimens to the museum would grow among interested parties was correct.

The need is for more Museum storage space capable of display.

We are determined to build information by seeking that the collection doubles its size during 2001 to 20,000 specimens.

We are determined to find more storage space for specimen display on the preferred place for the second Museum to be located Phillip Island,Victoria.

We intend to gather more records of interest and ignore the current Australian national trend to “downsize” or reduce information storage.

In 1999, the Council of Australian University Librarians warned that Australian libraries are at crisis point and in 1998 cancelled journal subscriptions worth $9 million and in 1999 a further $6 million worth would go.

Sixty per cent of the cuts were in science, technology and medicine journals threatening access to information critical to research.

They conclude that unless university libraries have the capacity to support broadly based interdisciplinary research we cannot ensure continuing scientific and technological innovation and sustainable national wealth creation.

The original conceptual solution for a geological museum at Upwey was used as a framework at inception to drive the construction of storage infrastructure in one building (termed Suite 10). The existing collection of 10 000 specimens is placed in steel racks in Suite 10.

To date, the Museum structure encourages the quality of working life by creating work satisfaction exemplars and promotes mental health of Australians and others.

For those who have entered or are about to enter a post industrial society find the day-to-day requirements of meeting production targets, avoiding backlogs, or reducing expenditure are very pressing.

The professional activities of the author over the last year has needed attentive action to advise many persons how to bring about planned cultural changes for a variety of organisations in Australia and overseas

The current notion of a Museum revisited

Andre Malraux has stated that the notion of the museum is somewhat new in human history and we find it difficult to realise that no museums exist, none have existed, in lands where the civilisation of modern Europe is, or was, unknown; and that, even amongst us, they have existed barely for two hundred years.

In China, the full enjoyment of works of art demanded their isolation.

The practice of pitting works of art against each other, an intellect activity, is the opposite pole from the mood of relaxation.

The reason why the art museum made its appearance in Asia was the European influence because an art collection (except for educational purposes) was spurious.

The “Museum without walls” has come into existence because of the colour printing press and through books and photographs, it has become possible to carry infinitely further the revelation of the world of art, limited perforce, that

the “real” museums offer us within their walls.

The revision of values that began in the 19^th century saw the end of a priori theories of aesthetics and the prejudice against so-called clumsiness.

Isolated works of any imperfectly known style almost always provokes negative reactions.

Reproduction can impart a family likeness by means of skilfully adjusted lighting and the devices of modern photography.

The idea of scale can be lost because relative dimensions can be ignored; a miniature bulks as large as a full –size picture.

Yet at the same time, technology has bought about the experience that the image on the screen is the “real thing”.

We have been so conditioned and have much affinity for the image that when we receive a postcard from a friend at some foreign place we are somehow “with them at that place”.

Many persons born in Australia visit the foreign land where their migrant fathers or mothers were born to feel they understand their family culture and heritage.

Tastes involving heritage brings some definitions of beauty that cause problems in aesthetics can be reduced to a statement of defining beauty as that which everybody prefers to see in everyday life.

Tastes vary but men find it easier to agree about woman’s beauty than about the beauty of a picture; since every man has fallen in love, but connoisseurs of painting are relatively few.

When painting is put to work as a fiction regarded as a cultural value, art is called upon to promote an established idea of civilisation.

The classical mentality was anything but pluralist in outlook.

Into the ageless notion that civilised persons find the prime examination of the colour, texture, composition and history of certain stones, rocks and minerals and their medical or offering or practical uses satisfying as a topic of investigation is something akin to beauty and something akin to the spirit of scientific enquiry is in accordance with the versions of history both true and fabricated that we can find.

How we frame core values

Its core values are framed in terms of the ERP (enterprise resource planning) ways and EAM (enterprise asset management) systems used to develop the Museum.

The four major factors used to choose particular methods for performing operations are: minimising time required to perform operation; obtaining highest quality possible; minimising skill requirements of operation and minimising floor space requirements.

A core value is that the copyright of the Museum’s research output is owned and held by the operating Company.

Inventions are not automatically published into the public domain.

If the protection of intellectual property generated is warranted, the Company may work with consultants to patent the invention and licence it for one or more clients.

As research may generate information of practical value, the Museum may offer to sell it or give it to other commercial parties for a fee or shares.

The products of the enterprise go far beyond distributed information packets about a virtual geology Museum where the specimens are viewed on line.

The value of collected specimens does us the most good when they are well known so when they are auctioned for sale they make a juicy return on investment sufficient to sustain the cash flow needed to do further Museum research and still show a profit.

But even more valuable will be the general sale of applied research information that can be traded to those entrepreneurs who can apply it for profit, either directly or by selling to others.

Part of our efforts will be to sustain commission sufficient to involve talented sales persons.

Our Internet sales systems must generate leads for such persons.

We need to increase the relative level of their ability to process information obtained from the applied research of the corresponding physical Museum as selling tools.

It shows the management approaches expected of two major stakeholders: the curator of the research group and the controller of cash flow.

Like it or nor like it, the Museum needs a dual hybrid reporting system between the mission research group and functional units making sales.

For example, advertising is set as a hybrid between administration (functional organisation) and the research group (mission orientated organisation).

Building independent supply chains that can integrate

The main question is what kind of infrastructure can deal with exponential growth?

According to Infoworld, analysts predict 75 cents of every IT dollar will soon be spent on integration.

We have had enough experience over the last year with hot linking websites to know it is not really worthwhile to build separate SYSTEMS without the thought they must be able to come to convergence if we wish this to happen.

When our separate systems work together, we have a different sense that the next generation of e-business comes upon us.

For example, we found when we extended our IYIS search engine further across our LAN we included indexing of our local internal e-mails and texts of radio scripts.

Now, we saw we could streamline our knowledge education base at low cost to give our users the fulfilment of reading thousands more files that we had within the system but they did not know existed under the older search instructions.

Documents made with Word software that makes .doc files were searchable.

What we learnt was that Lotus Word Pro documents were not being searched by ISYS but could be searched if they were copied and saved as RICH TEXT FORMAT (.rtf)

Also, it became clear that Star Office documents needed to be saved as .rtf files to be searchable.

Also, it became clear they ought not to be stored as separate folders.

More and more we came to understand that everything depends on infrastructure. We had to rethink our systems for e-business so they respond intelligently to rapid change and growth.

Our experience counted in this field.

The way we designed things had to be kept open for two-way or multiple connection for our four supply chains we proposed.

It did not look like it would be wise to let them develop under separate management.

Because when the time comes for them to come together within a hybrid structure, the four complex supply chains must be more co-operative but independent to a large extent.

Because they must be able to grow on demand, they cannot remain fuzzy in their logic to a large extent suggesting joint control might give monstrous integration challenges in the future.

Four distinct Supply Chains are a fiction to help thinking for the Museum

Although we talk about four distinct supply chains for the development of the Museum, we treat these as cognitive devices to deal with complexity but it does not mean they cannot fit end to end over time.

1. The Research Group Supply Chain

The first complex supply chain Stage 1 is the research group (a mission-orientated unit).

What sort of research advertising we give out must exclude our trade secrets.

All this information is cleared to the website publication unit by the Curator.

In this sense, the Curator will act as Director of finance of this supply chain and manage the supply chains of the research group and the web site unit.

1. The Business Unit Supply Chain

What have we for sale?

The second complex supply chain is found in the set up the functional groups of the business unit that will fund the Museum’s establishment.

A controller will manage the business unit of the functional groups.

1. The Training Unit Supply Chain

Within this supply chain is a list of the current training programs we deliver on-line. How do you enrol and who controls them will be decided one-on-one.

Who pays the development cost?

A separate paper will be prepared to tell of this third supply chain that delivers the training needed to raise the units and groups to medium Task Relevant Maturity (TRM).

One sign of TRM is that managerial work has to strive toward regularity.

1. The Production Unit Supply Chains

The fourth supply chain provides or manufactures the product sold at the Museum.

The method of funding this unit will be the subject of a separate paper that gives the formulae that makes the functional groups resources available to the mission-orientated units.

The Administration Manager

Cultural capital is held in the administration system.

Academic qualifications are a weak currency and possess all their value only within the limits of the academic market.

Qualifications, “intelligence”, and certification represent but one particular form of capital which comes to be added, in most cases, to the possession of economic capital and the correlative power capital of power and social relationships.

An administration manager or two will be appointed with six to eight persons reporting to him or her.

The manager is thus prevented from meddling or on-the-job retirement.

When needed, special transitory teams are formed to help product managers.

Meeting one-on-one can give leverage for the team manager but so can write things down of what is to be done.

If persons do not follow our written programs, we will not support them.

They can fail elsewhere.

Although simple planning is something we do every day, it does not prepare us for what we want for the hybrid planning.

By future training above middle levels of TRM, our stakeholders provide opportunities for the Museum to run with on line hybrid planning.

Training is available to a select few from the internal LAN at UPWEY.

Training costs time and effort from our side.

We have learned about delivery of training from websites and the type of interconnection we demand of the rare persons we meet who can understand the difference between theory and practice of running a Museum well.

We feel comfortable with three present key persons we have trained within the year to handle Museum business.

We are so certain they are worthwhile, we do not mind betting our Museum business on giving them free training that will equip them to run it within one year from now.

John D. Hughes & Associates Pty Ltd. provided the training set up for these friends of the Museum.

They have been given access to training held on the server of the LAN at the Upwey Centre.

For security reasons, other new untried helpers have not been given direct access to our LAN.

There is less security risk and lower demands on our time if we give our future training from a WAN carried on one of our company’s internet website.

The internal LAN will carry all confidential reports given to stakeholders.

Some reports will be placed on the Internet website for public relations.

In the future, LAN passwords will be given to secure local collaborators at Phillip Island and elsewhere who can learn how to help us from the Internet training we supply.

We are selective of who we train.

Our training, like all business, is about common sense, clear objectives and hard work. No amount of technology can defy basic training opportunities and no amount of exuberance can replace real learning.

Projected attrition rate of loss of helpers who start training

We think it is acceptable that 30% of persons who might register an interest to help the Museum to receive our training gratis even if, in fact, they do not help us in the short term of two months.

The Dragon King Temple

We have stakeholders who are interested a second stand alone project - establishing a Dragon King Temple on the same site as the Museum.

At present, the stakeholders in Australia are well positioned to adapt a Museum to the new global economic forces.

Motivation Training

Our sales manager has two ways to improve sales performance: training and motivation.

We can obtain wholesale product for the Museum to sell retail at a reasonable profit to fund the various levels of construction and development.

The recent variations in the value of the Australian dollar have not been a problem for us because our local suppliers can produce the majority of our specimens.

Trading Stock of Specimens

The Museum feels insecure with its local supply chain. It is making plans for much of its trading stock to be locally sourced. This will be explained in a separate paper.

The domestic economy of Australia may drift towards international irrelevance, but we believe we can force the Museum to stay relevant and ahead of some others because of the rarity of some of our specimens we offer for sale.

We cannot stay motivated as a buyer of specimens unless our sellers perform to provide a good cash flow for the Museum.

Every specimen in the Museum is for sale if the right price was offered; even if a local mineral or Australian fossil that we have collected is unique and cannot be found elsewhere.

Most of our goods for sale are chemically stable, lend themselves to display or auction, and are not toxic so they could be traded and delivered by standard post from a website order.

Over time, there is a steady market for fossils, minerals and such collectables.

The sale of specimens, the Museum offers training in the form of five graded self-improvement solutions.

A first Training Packet “blasts” to increase commitment to education.

The opening training packet is delivered from internet at no charge and is designed to “blast” the recipient along a series of paths increasing their commitment to education, skills, training and even research.

An underprivileged performer starts from a position of ignoring, then actively denying that they need training in work skills.

These two things always come up when a person is “blasted” for their poor view of their own education.

They may blame others for their failure to learn the basics of a subject.

If he or she has a problem there is no way they can move towards a solution if they blame others.

They must assume responsibility for their own education.

Once responsibility is assumed, finding a training solution is easy.

Clients become responsible when they understand the Museum policy of not offering further guidance to anyone until he or she have completed the terms and conditions of the gratis packet. This modus operandi depends on a non-coached on-line learning practice.

If qualified friends offer to help the Museum with projects and perform in such a way that they help the Museum and themselves towards self-sufficiency, we may invite them to use our CAL coaching systems.

Our CAL systems are designed for medium individual motivation ranging from self-interest to group interest.

Our managers have cultural motivation values that make them want to start to produce clients in local areas of the tourist market in Australia.

They each want to sell more or less by traditional methods, renew the stock of supply of saleable consumables, and then sell more systematically by promotions using our website or elsewhere.

What they sell to tourists are products with background information.

They believe the repeat business comes from future background information they research and the clients will be interested.

Yet our products are designed to inspire selected tourists to wish to enrol and help us pilot and improve their motivation towards further educational and skills development.

The Museum inspires local persons to sell our products to capture some of the disposable income of the visiting tourists, both foreign and local.

We estimate that within two years, up to 8% of the Australian resident tourists who visit our website may incline to use some part of our working structure or sales promotion methods.

Interactive sales experience as on line training.

One of our sales training methods of interactive training is a live incubator where a client can to test his or her selling tactics they design to be used by others.

This is for persons who would like to train to be Museum sales persons.

This is a five-stage simulation process involving real product.

• Stage 1 is the client reads a series of training cases we provide on line.

• Stage 2 is to write a script for the sales pitch and edit it for our user clients and see if they can accept the story.

• Stage 3 is the enthusing of those who will test sell from the prepared script our product.

• Stage 4 is to teach them to introduce the client’s “next step” selling experiment into our product pitch.

• Stage 5 is to measure the results of the experiment and grade the outcome.

The client pays a fee so they can pay to test their contributed idea.

The Museum covers the losses. If sales exceed a certain figure, a rebate is possible for the client.

From the cost of a password, a client can select from a current list of Museum sales projects, identify the limiting step and advise us in writing how they would map out the flow of work to get sales around it.

With right effort, we estimate that some 4% of persons who start our programs on our web site will become skilled by the test of their theory could enough to start working part-time for themselves within two weeks.

Others will take longer (up to 2 months) to help learn how to script to promote sales using our Museum products to run the programs. The Museum training methods show some recipients how to trade for profit within a Buddhist training incubator.

What other learning experiences do we hope to induce in recipients in the Museum training incubator to bring trading for profit self-sufficiency?

The advantages of our training are that clients avoid the full set-up costs of running their own business.

It is nice to learn to sail and operate in a safe harbour.

Clients can avoid in the first year losses of their own business.

There are three factors that we need to teach to focus learning minds.

These are the imperatives of technical progress, the sociology of wage determination and the distribution of training costs.

The first need is to teach students to refine their language until they can say what they want to say about three sets of factors in a few clear words.

To do this, they need about 75,000 words in their sight vocabulary including

other languages which have a notion or word so clearly expressed that it is worth learning and entering into our universe of discourse.

Sometimes in Japanese brush calligraphy, writing haiku gives the elegant economy an immense concentration needed. Basho worked and reworked one piece over nine years.

For every successful haiku written in English there must be 10,000 sloppy failures. It is not xenophobic to say the English language is not hospitable to haiku. It is innately iambic.

Edgar Woods Castle suggests the rhymed couplet in English is more suitable than trying to do haiku in English.

“I am His Highness dog at Kew.

Pray, sir, whose dog are you?”

And the one by Robert Frost,

“The old dog barks without getting up.

I can remember when he was a pup”.

There is a serious argument that when the imagination is freed from the controlling force of what Freud would call the super ego - the “I” who sets things down in words, the “I” who was continuous with a mother and the controlling social order she embodied - the control of the mother on a person’s life with her first order demands to be tidy can be given up.

This insight is not a reasoned derangement of all the senses as it might appear when the childish desire for first order tidiness is exposed as false.

The world is not so tidy and simple as that.

If we cultivate grasshopper minds we will be very good at making great leaps but have no sense of direction in which way to leap.

The notion that the work we do is different to other work causes many managers to recognise that there are many lessons to be learnt outside the field of endeavour in which they operate.

If persons are taught to look for the principle behind case studies and ask themselves, “How can this be applied to our kind of work?” this is a cause for learning because you only learn when you are stimulated to think.

The principles of measurement of performance remain the same across different fields.

Determination, optimism, planning and energy (DOPE) is a useful structure provided the long range objective is understood, the immediate goal is understood, the nature of the problem is understood and the facts are understood.

It is necessary to have an organisation chart but be ready to change the chart to reflect increased capabilities. The organisation chart is a form of charter for the enterprise and must show who has primary responsibility.

We can only speculate on the future, but we can learn from the past.

The paperwork and documentation is the corporate memory.

Our vision of “Buy Resolved” trading is to increase conceptual thinking about educational development

The Museum started trading as “ BUY RESOLVED” from 7 March 2001.

The Museum on line has website of 500 MB present capacity devoted to educational news content edited by the Curator.

The Museum has access to five trained webmasters to administer the site.

They are used to co-operating with the Curator and one another.

They were trained to be cost aware and look for affordable solutions.

Since May 2000, this I.T. team has gained experience by opening five new websites and loading 900 MB websites.

These websites at various times piloted news items and pictures on the proceedings of the Museum.

The Museum I.T. team will spend between 11 to 50% of their time learning new technologies or acquiring information for development of the website.

The team’s vision includes the creation of affordable, high quality programs about the Museum specimens and these will promote interest in sales.

The profit from sales keeps the Museum in business.

The extension of compulsory education in Australia has just about reached its limits and it seems the same could be said of many Western countries.

The last few decades saw an expansion of about 8 per cent per year expansion in tertiary education in OECD nations.

But there seems to be slowing down in this country of the financial rewards given to university graduates because their starting salaries are not much different compared to those who are trained as tradespersons.

Tradespersons have been trained mainly on the job to be practical in cost terms with a less robust theoretical social training.

At times, in Australia, we have known tradespersons who we trained to enter university training as mature age students. This is happening more and more as nurses become accountants for example.

It is no longer true to think of the typical Australian undergraduate university student as someone who has just left Year 12 of local high school.

Many persons are enrolling for Open University subjects.

All universities in this country appear to be moving either towards supply of training, at least in part, from internet operations.

The closure of traditional subjects, such as Latin or ancient Greek that have small popularity with present students is continuing.

Our Curator who is an independent teacher and educational researcher supplied the notion and some of the means to make such a revolutionary move in terms of social class life style status. While our society losses one tradesperson, it gains something that adds to our culture over time.

We hold that getting someone to remount the educational train and become upwardly social mobile is a change to a good thing sometimes.

As Schuller and Bengtsson noted in 1978, the system is such the earlier one dismounts from the educational train the more difficult it is to remount it.

The Museum can accept that it has a role in dissuading those who are thinking of dismounting to stay in the system.

But if persons are in the vicious circle of lack of success and absence of motivation we do not want to add heat with no light to recalcitrant learners.

The Museum has little to offer those persons who want to stay outside formal education except to wish them the best of luck with their counterculture.

But for those persons who are thinking about remounting the educational train we have something in place on our websites because we have some tested processes that go beyond platitudes

The ugly side of work cannot be hidden for long from tradespersons who work in all weathers, but, like it or not like it, they understand what they do must be done for the common good.

Some semi-professionals who excel in such skills as I.T. technology cannot see the ugly side of their work.

We teach our helpers to develop as pre-skills how to measure this ugly side of work with dispassion, how to re-evaluate the overt and covert obstacles on their work paths, why “ugly” is labelled in this manner and then have them rewrite what they need on their own education path.

We use of complex packets that we developed that come to terms with the notion of educational investment.

We argue that for persons who are ageing or near death, it is not such a bad idea to provide us with help and give their time and work skills for use by younger persons who we connect with within our training “system”.

We are not opposed to education being alternated with non work periods related in the future because rattrapage (the filling of basic gaps) seems never to come to an end in the dynamic society that is now the new world culture.

We have some room for new byway views of what we seek to build in as skills rather than the narrower path of “yesterday’s” skills that are about to vanish. What we think ought to be in our helper’s skills will be explained later in this white paper.

The GPS complex used for our cultural training

The imprecise meaning of the term “system” hampers efforts to manage organisations effectively. If we relate it to “goal” and “process” they form a cohesive theoretic structure called the GPS complex.

Our traditional information structures are improvised as to process data.

We use diagnostic tools that emerge from relationships from six propositions in leadership research as indicators to define the elements of the problem.

The propositions are as follows:

• Leadership flexibility is desirable and feasible,

• The prime variables are job function, organisation levels and operating system characteristics,

• Differences in style derive from cultural factors

• Differences in modes exist among line-and-staff managers

• External forces can modify modes and

• Institutional effects are not the most important determinants of patterns.

Too often systems of managing become ends in themselves, rather than tools to help people function as better managers.

Effective boundary agents calls for a person who can manipulate words and symbols, has a good memory, is both flexible and extraverted and possesses economic and political values.

The specialist nature of parts of the Museum training means there will be a series of information overload phenomena present most of the time.

Our present websites have over 900 Megabytes of data and is designed to allow persons who might wish to join us become induced into what we hold to be a good manager.

Those who might wish to join us should read this over a few weeks.

Through proper induction to our planning culture, we can incorporate more creative people into our organisation structure.

Creative people are truly gifted and not really neurotic.

They are not necessarily university graduates.

Creative thinkers can help brace the organisation against “future shock”.

They can be consulted for the efficient utilisation of Delphi forecasts in corporate planning.

Our market target audience are persons who possess medium to superior capacities that have developed over time through the practice of generosity and virtue.

They are persons who are bound to improve.

These are like persons facing East just as the sun arising and every moment of the future brings more and more light and understanding to their mind.

Even if they are shuddering from the frost of the evening, as we help them, warmth will come to them and they will be able to follow the Teachings given by the five educations.

They are recognisable because they do not fall into sustained depression or discourage others from education and do not have “closed minds”.

They recognise when winter comes spring cannot be far away.

Just as a fish thrown onto burning hot sand cannot last long and cannot develop good minds, so we cannot cater for persons whose rigid minds discourage their education, or the education of others keep them closed from the educational opportunities that we provide.

Persons who are very greedy for materiality have minds that are facing west, just as the shadow of the sun begins to form in a short time, their mind will be enveloped in darkness.

Persons who are fond of memories of consumption of resources rather than the production of resources for use by self and others arise too large an energy barrier.

They awaken their negative latencies to generate angst that will take them away from being a useful human being.

We offer persons the challenge of changing their sentimental equalitarianism to surpass their buch und lessen culture.

We help them work better by having them resolve what they learnt in an oral society with its slow “non-logical thinking” of cultural thought.

This may be the outcome of training completed in a past life when a “mythopeoic “ mode of thought was used.

In a similar manner, some will incline to a “logico-empirical” mode of thought if that was the past life practice.

Neither case is preferred because its duration on the mind is not to be relied upon; it could change any second.

How do we proceed?

We encourage literacy by teaching cognitive reading of linear texts with a view to find second order knowledge.

Then, we teach more effective ways of reading texts that to build new skills that can appear as second or third order knowledge by sustained effort in finding higher knowledge patterns.

This is like content searching within hypertext reading paths where a thousand references can be scanned for key ideas.

In oral societies, the cultural tradition is transmitted almost entirely by face-to-face communication; and the homeostatic process of forgetting or transforming those parts of the tradition that cease to be either necessary or relevant accompanies changes of content.

Literate societies cannot discard, absorb, or transmute the past in the same way.

The Museum will concentrate on five uplifting educational tiers.

• The first one is that we have developed amazing clear perceptions of what is the Museum’s catalytic significance.

It is to encourage persons to learn self-help by manipulation of prescribed words and Buddhist cultural symbols and to help others.

The Museum’s collection of specimens is useful as offerings to a Dragon King Temple.

The training gives information that can lead to a sense of direction to reverse the decline of student’s attitudes towards bureaucratic role prescriptions.

The social ethic that attacks the work notion as meaningful is not of interest to our Members because without work how can merit making be funded?

We agree that for persons of great merit retreat from the work force is valid to become a Monk or a Nun.

For good persons with good merit we might even put it to somebody that he or she might benefit from a few days’ retreat under the guidance of a very mature person.

But for the average layperson, we encourage him or her to find the correct work in one of eight ways.

After he or she shows a will to work helping us make merit.

By permitting a suitable person to match into one or more of our teams, that person helps run some of our range of projects for our organisation.

The catalytic significance of the Museum in providing a chance to help in the improvement of merit is a key notion that is followed in the future by an improvement of a person’s mental health.

Then and only then, the idea and the willingness to move along to the next educational tier we provide means he or she can advance.

• The second tier is to generate an interest in third order or higher cognitive processes towards becoming a suitable work actualiser.

To assist a person learn to share in the fun of a range of topics as a hobby or career, they must become an actualiser (a person who spends small time in the “waste quadrant”).

The “waste quadrant” is where performance is high but the area of enterprise has little importance.

Some jobs seem of little importance but can be of high importance in some situations. For example, at our Museum, raking leaves to reduce fire danger is of high importance. But, even so, most of our staff do this job in Summer as part of our fire drills.

We must explain to new persons who we allow to help that the minor task becomes something concrete to inspire our helpers to preserve the Museum.

How can we agree about our approach to the nature and measurement of costs and benefits of such a task?

While we agree that information costing and valuing remains “difficult” for us, we must take a firm position otherwise we may get “paralysis by analysis” and never get the derided information products into performance.

As Sassons (1988) neatly summaries this situation: ”at any time, the prominence of cost justification is proportional to its difficulty”.

To break the nexus with something affordable with some cognitive effort, we selected the use of quadrant-based decisions about changing priorities as an activity-promoting device.

The “success” quadrant indicates areas where both priority and performance are high.

The “waste” quadrant is where performance is high but the area is of less importance.

“OK” indicates the intersection of low priority and performance; and “killer” is the area of greatest vulnerability where priority is high but performance low.

These presentations have to be interpreted with a good understanding of the specific organisational context of the Museum.

• The third educational tier is to help people find “the number” (how much the museum can give away rather than sell) and still have a fund surplus.

We may be too much sales minded for the next year purely because we lack

a sense of history in handling the derived information products of a Museum.

It is still too soon for us to know the “number” that we can give away (as dana, pali:generosity) and yet generate an annual surplus.

In one context, we have had the experience of giving away over 800 megabytes of information on our websites run by the Upwey Centre.

We do not wish to energise and excite persons with products that go nowhere and do not leave an annual surplus.

The first intriguing version of the Conceptual Plan was written on 31 January 2000, and John D. Hughes and Associates Pty. Ltd. registered the business name Geological Museum @ Upwey.

Naturally, the plan was incomplete in administrative details about generating a steady measurable surplus.

The insight suggests that just because something is intriguing it does not mean it is right if it cannot generate a surplus.

There is little point in using Museum resources to excite persons unless at some time, you can guide them to act as with your business plan and make a surplus as some kind of profit.

From our recent experiments last year, we know that there is little doubt that the provision of a series of viewing opportunities of Museum specimens gave our viewing public some excitement.

Tay Vaughan, a multimedia pioneer, reminds us that a classic physical anthropology law (Leibig’s Law of Minimums) proposes that the evolution of eyesight, locomotor speed, sense of smell, or any other species trait will cease when that trait becomes sufficiently adequate to meet the survival requirements of the competitive environment.

If the trait is good enough, the organism expends no more effort improving it.

Vaughan’s Law of Multimedia Minimums states there is an acceptable level of adequacy that will satisfy the audience, even when that level may not be the best that technology, money or time and effort can buy.

This Law is considered as part of our project plan.

There is no getting away from that fact that however strong and experienced the present curator of a Museum might be, by himself he could do little if not ably and sympathetically supported by his or her co-workers.

We are fortunate that as the cogitative work has been done over the last year we have found references that look at the limitations of conventional Boolean retrieval.

A well-known measure is the co-ordination-level match, which ranks documents according to the number of items in common between a query Q = ( q1, q2,……qt) and document Di = (wi1,wi2,……wit).

Note that this similarity measure can be expressed as:

t

Sim (Qi Di) = å q j t f ij

J=1

In this case q j is 1 if term tj is present in the query and 0 otherwise.

Documents with the most terms in common with the query are thus ranked highest.

According to RMIT researchers (1991), ranking algorithms based on probabilistic theory have been proposed to overcome the deficiencies of Boolean retrieval for full text documents.

It can be argued that this matching process of the above formula is closest to an unmodified AND search in a Boolean environment.

Refer to the paper by Ross Wilkinson et al. Automatic Indexing and searching of full Text Databases: A Pilot Study. In Victorian Association for Library Automation OPEC AND BEYOND 6^th Biennial Conference and Exhibition Melbourne 11 to 13 November 1991

• The fourth tier is the way forward for the Museum to take on a role where we increase our public relations skills as the basis of our ability to deliver high quality motivational material from our website. Public relation skills can be the hook for fleeting minds or could be compared to a rainbow that draws attention to the part of the sky we want to look at.

Bill Gates of Microsoft has great confidence that the Internet is going to change education as fundamentally as it changed when we had printed books.

The educational material that we will produce can arouse affect about geology as a desirable subject to study because computers can reduce learning time for certain types of knowledge by 30per cent.

Benefits include improved computer literacy skills, networking and information gathering skills.

In a world where performance doubles every 18 months, even relatively mature technologies may have limited life spans.

We have been building a series of web sites and these are quality systems. Whilst having a quality system is a marketing advantage today, not having a quality system will be a disadvantage in a few years time. In 1996, we were scanning our early newsletters and early Buddha Dhyana Dana Reviews so that they could be machine-readable.

• The fifth tier is communication.

What is the outcome of these five educations?

One outcome of education is to improve mental health in dealing with the “outside world”.

According to Dwight Bolinger (1968) the expression “outside world” does not mean what is “outside us” but what is “outside language”.

It may well be inside us. Things may be repeatable in language with a lot of detail left out.

When we say X is Y and mean “X is a kind of Y” or “X is like Y” we may well be wanting to leave it at that by our instinct that enjoys taking the part for the whole.

A wall in the dark may still be a wall in daylight.

The type of education favoured by the Museum places some value on preventing the degradation of the lived existence of members who can accept only the lower part of meaning of the semantic recipe of the “connected society”.

We know that we must teach methods to complete the “unfinished business” of learning how to write clearly because poor writing, at times, is used to cover more than a particular segment of reality. We encourage persons to undertake more than a partial analysis of a problem to examine the fuller solution sets.

Persons who have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work need strong training in the other scales of language.

Another outcome is that persons can that hold the universe of meaning that can be conceived as a vast and multi dimensional field of criss-crossing features.

The old work culture was not free of stress but at least there was some feeling of power over the work. As it was not vital to know the “larger context” of the task you were doing in it.

But in the e-business model when you want to use information on the web site you often have to make sense of it because it is not possible to contact a supervisor at the next window to ask, “what do you mean by….?”

We must make it clear we cannot afford the time to chat with our clients.

Constructional ambiguity is more elusive because it widely used in advertising.

A language that would enable us to report things as they are and that could be used by speakers without the infusion of their own personalities and prejudices is the ideal of every science; and every science has to some extent developed a denatured language to make this possible.

But a language community is not a closed system.

There is no one approach to language we publish.

However, we assume the learner is motivated, the teacher is skilled and interested in the subject and that good grammar is available.

Teaching from Internet then becomes likely provided that there is time and adequate physical facilities.

Class size does not matter if our Internet users understand our written advice and instructions.

The need to adjust instruction material in view of more robust and tangible learning.

Learning is not necessarily made to advance knowledge as such but to achieve political success.

Learning is not performed in a laboratory detached from the outside world; rather, it’s very performance changes with the conditions of society.

They can never be repeated under precisely similar conditions since the conditions were changed from their first performance.

Learning can be divided into periods and the emergence of novelty. Once we grasp the significance of social newness, we are forced to abandon the idea that the application of ordinary physical methods to the problems of learning can aid us in understanding the problems of social development.

The basis for making “piecemeal experiments” is like action research

Karl Raimund Popper was born in Vienna on 28 July 1902. He was one of the philosophers of the influential Vienna circle.

Ancillary to Popper’s vision of science was that of the scientist as an honest man.

Civilisation and science were intimately linked in their sociology of knowledge.

A scientist’s work had, by definition, only to be opened to honest scrutiny by his or her peers.

Genius might amaze, but it could not by itself certify.

The difficulty about why things happen in history is that, unlike in a controlled scientific experiment, it is very difficult (not to say logically impossible) to isolate a historical event.

Bloody consequences flow from bracing the wrong model for thought; neither sincerity nor good intentions can excuse the abuse of reason. We may all be entitled to our opinions, but it is decidedly not true that all opinions are of equal merit.

Popper’s viewpoint

Popper advocates “piecemeal technology made articulate by a process of critical analysis”.

Popper insists that “not one example of a scientific description of a whole, concrete social situation is ever cited”.

Popper’s view is that since we cannot legislate for the vagaries of human nature we do better to build social institutions in which humans’ diversity can be housed and honoured rather than to seek to rebuild humans themselves.

Popper retained a measure of faith in piecemeal experiments such as the Israeli kabutz.

Popper claims that modesty of scale is part of any sound scientific method.

We have probably had enough of macro ideologies.

(The Great Philosophers From Socrates to Turing, Raphael, F. and Monk, R., Weidenfeld & Nicholson, London, 2000, ISBN 0 297 64590 0)

The intention of the Museum training is not to introduce any grand scheme that distinguishes between persons because of their social status but to put some notion that users are to give some form of social service towards other consumers of our training product.

Often, we expect our commercial actions must give “food for the heart”.

By “often”, we mean we must produce bracing review of on-line learning instructions, (preferably less than three months to next upgrade ).

Our major product deals with timely instruction in the International standards and conventions used in basic science.

It is important to begin the business of giving an introduction of “irrefutable” headings such as basic chemistry formulae.

Our free instruction is to be mass-produced with “no frills” (as the T- model Ford could be in any colour as long as it is black).

But our mass produced learning has built in other pathways if it is rigourous enough and exciting enough.

Who will we set up as our I.T. role model heroes?

We would prefer if a person could come to an interest in geology with some idea of chasing the profit motive.

Who are representative of living persons we are likely to mention as role models of Buddhist economics?

Mr Denis O’Meara is an example of an Australian geology person who is driven by other considerations.

Mr O’Meara is one of Western Australia’s leading connoisseurs of desert trees and plants.

“Tree-growing and prospecting go together. I collect seeds while I’m prospecting. I’m always out in far places, seeing strange, beautiful trees and photographing them – in fact, quite often I spend as much time looking at the landscape as I do breaking open rocks…

When you’re prospecting, the search is almost as important as what you find. It’s a very Australian way of life. We’re still out there, still making discoveries that could turn into global resources – and where else can that happen?” (The Australian, 5 February 2001, Pg.3)

We admire such persons as Henry Ford (1863 – 1947) because he paid his workers high enough wages so they themselves could afford to buy the automobiles they manufactured.

.

This was contrary to the idea of his times that labour ought to be paid as little as possible and the products ought to be as expensive as possible.

We see ourselves in the business of training persons in mental health that how to improve their wishes to learn and enjoy knowledge that brings profit by “the circulation of good works”.

We are not in the business of running a direct charity but for one person in a hundred we would champion the expensive one-on-one tutoring service at a personal level.

No commercial loss to our organisation must come from our web sites.

Budgeting for a new industry demands cost recovery.

We believe that not only does latent demand exists for the range of products we can manufacture and promote but we also believe a new Australian industry exists and that we can shape its structure.

The growth cycle comes from getting our Museum helpers to do their jobs with the right dedication and passion and detail.

We press for a productive fear of failure that is the opposite of complacency that pervades so many organisations.

If we ban the word “maturity” it cannot influence thinking about strategy and planning.

The Museum’s biggest risk is not to do “just-in-case” education.

Leaders who are demanding must drive the Museum and be “unreasonable” in so far as they have single-minded adherence to simple, clear success measures – not just financial.

The 1997 study New Media and Borderless Education surveyed alternative forms of higher education around the world, with particular attention to media companies.

From this study a taxonomy of new providers was developed, and various scenarios were put forward for the future development of the sector.

Some education ventures have failed, or have been forced to re-brand and re-position themselves in a volatile market.

Of the various factors driving the growth of the alternative education market there are two that are of interest to the Museum.

• “just-in-case” education versus “just-in-time” training.

• credit versus non-credit professional development education and training.

In the USA, the for-profits do not seek to cater for lower income students, who are left to the public system.

Post bachelor degree higher education in the USA and Australia is moving to a full-fee basis.

We are interested in holding onto the persons who got us ten steps ahead of where we were this time last year.

The leaders we want constantly strive for both profitability and growth.

The Museum’s Curator reviewed the conceptual plan and altered its recommendations from private to commercial organisation and planning.

Commercially, we measure dollar yield per year per square metre of space utilised.

We measure the opportunity loss of cost of lost sales.

It is virtually impossible to avoid running out off stock for some “hot” products, and producing some “wrong” products that do not sell.

Let the “hot” products sell themselves.

Fall-down costs are the extra expense of a non standard order.

Non production costs must be built into the price.

These include packing, order handling costs, and technical services.

Development time needs to be given to get new Museum products “sale ready” within one week.

We expect helpers to be in full charge of the resources they manage.

The Curator expects the messages to get up and down the line that we are making a new Australian model in this country that defines innovation without a visible market leader.

Our key performance indicator is that we are interested in maximising sales per square metre of space used.

There are some definitions of cost figures we use to explain with web sites.

One is our web site cost running outlay and the second is our costs of time outlay in setting up and maintaining the website.

Growth accelerators, growth cycles, and dynamic competitive advantage are concepts that can help think dynamically about strategy.

Are we keeping our strengths under control?

The feedback loops that accelerate growth today can hasten our decline tomorrow.

The virtuous cycle of salespeople motivation – success, high compensation, motivation, retention, success can quickly turn into a death spiral: low sales, low bonus, loss of motivation, defection of the best, lower sales.

The more powerful the reinforcing loop, the more vulnerable it is to being flipped over by mismanagement, counteracting forces, or chance events.

Are we making linear plans?

Fact based simulations that recognise the impact of feedback loops and take them into account can be a great help in supplementing judgement and intuition in order to avoid the trap of linear planning.

Because the effects of reinforcing loops are multiplicative, not additive, it is essential we do all the right things right.

Most education providers indicate an intention to employ combinations of delivery methods in the future, for example, mixing face-to-face contact with online availability of programs.

The brand “@Upwey” is unsuitable for a “division” at another site.

Now the logistics survey has been completed, it has been decided the location of the major Museum will not be at Upwey in the local Shire of Yarra Ranges.

The term Geological Museum @ Upwey has been registered as a trading name.

This is no longer appropriate for the name of a Museum at Philip Island.

A bulk store for the collection at Upwey is in Suite 10 and Suite 10A.

The brand “buy resolved”

The Museum has registered “buy resolved ” as a general trading name.

The website is www.buyresolved.com.au

“Buy resolved” will be used to offer a range of Museum products for sale from a physical store or a website.

When housing the future complete Museum collection, the major sales centre will be with the Philip Island Museum.

PC10 at Upwey will be used to write the text for the website for the Museum.

When Museum specimens are investigated, the catalogue details will go onto the website.

There will be no full sized display Museum at Upwey.

This decision means the exploration stage is complete.

Interim arrangements pending the selection of a site of the commercial Museum

It is time to gather information about some land and arrange finance for some sort of building to display the large Museum holdings and hold a direct sales centre.

The current view is that this site should be at Phillip Island.

Suitable land needs to be obtained and financed for purchase.

The Museum and the Dragon King Temple will be at the same site.

The Museum will promote a network for sales and marketing.

In 2001, the Museum will promote a concept for brand recognition in the Cowes Library for one week. Before then, sales delivery could be explored by multiple pathways.

The Museum must not fail to add capacity, if it wants to gain a position.

We are about to build position where we have too much capacity.

The Museum does not predict how potential customers will indicate their buying preferences unless we provide them with that choice between a direct sales force, a mail order option or the choice of Internet purchase in marketing.

We must find how to deploy the fastest of these to raise funds.

To succeed in each one of three approaches, the Museum must understand the social change that might seek to mix three channels.

The key to prosperity is to create an economy where goods are locally produced, consumed to some extent locally, but globally exposed for added sales.

The skill level of a workforce has little to do with the productivity level it can achieve.

You do not need to train persons to make them smarter in order to do better.

The Museum needs is to take the best innovations in management technology and apply them wherever we might be.

And you need not worry about winning and losing, because much of whatever is produced will be consumed locally no matter what.

Our low risk business model must be right for the next wave of technology.

The deep uncertainty associated with innovation makes it hardly surprising that innovating organisations have experienced high failure rates.

We are risk adverse and are happy to stay one generation behind the leading edge.

We would not like to think the Museum became known as an organisation that would build a synergistic business model that takes affiliates with synergies with high-risk business.

For example, we do not feel comfortable about putting other person’s cash up front if we were to explore leading edge speech synthesis as it approaches critical mass

We must not ask for others to capitalise any of our would-be dealers because we are do not wish others to act as a high risk venture capital bank.

We do not intend to gamble with our stock by extending credit without feedback loops that tell us when to quit supplying high-risk takers.

We must keep our systems secure and make sure we have backup if they go down.

We do not wish to be the last in a line of creditors to someone we supply with stock.

We would rather research to reduce churn among our would-be dealers because although the potential revenues from transactions and advertising in a commercial model are huge, so is the possibility of the down side of being associated with high-risk traders.

But, at the same time, we must learn to extend (as an controlled investment) some credit towards those to know what electronic communities might be our target customers.

The mathematical probability of getting such repeats must be run using the stats. packets, in two cases, (now or soon?).

The Museum must develop our market as entertainment and information services.

The pockets of early demand will vary by geography, economic segment, and attitude.

We must teach dealers to bundle their costs together to contain how much they will put into our “On line Promotion Costs”.

As a safety measure, we will triple the figure obtained to cover promotion overheads if out sourced to give a cost equivalent at commercial rates.

Part-time helpers must target our budget in their time.

We expect each small helper to add $500 profit per 3 months from his or her own purchases.

We want the value of their part-time work to bring them $15 per hour ($120 a day).

Within two months of giving training, we expect each semi-retired motivated Museum helper to work to give us 20 hours per week of their time on average to our causes.

For their use of our trial service, each client is welcome to donate something to us by e-commerce to fund improved or new learning units about the Museum.

The curator of the Museum has prepared and tested our first units in a small way.

Timelines to profit

Before the Curator spend his energy in writing more and more units, the solidity of the Museum will have to be sold for it to operate commercially at a profit within 6 months of placing this paper on a website. (i.e. Profit by September Quarter 2001).

We plan to three training levels.

At the first level, we cater for the learning style of the person being taught.

A ‘THINKER’ would select or alter the presentation of the style for a “SUSTAINER”.

Intelligent learners who like ACTION “walk the talk” as they learn.

At Upwey intensities, multiple learning paths are to be found from use of our search engines and our CAL systems.

Also a good business reference library with textbooks and journals is available.

This facility motivates two out of the three styles of persons to attend seminars where we develop and test new things to place on our business web site.

The Curator will start re-constructing training units for the museum website next month.

The entire training format process is not definable in simple terms because with the site showing full colour graphics that may take more than 8 seconds to load.

At present, we have built faster download access into our PHOTOLAN.

As we intend to run our “faster” PHOTOLAN internally at Upwey we can preview client -visitors training there by taking them to the second level of non paper based training - our training for their future.

We constructed in house our I.T. next generation LAN.

We did not borrow money to build it so we can deliver the speed we want for future WAN systems construction.

Recognising scientific progress is a Museum research necessity

We recognise the Museum proceedings that we evolve must include the keys to scientific study. This could include new physical units.

Accordingly, we provide the luxury of a third level of training in that we map proceedings of what is generally accepted in that semantic field of geology that is divided, subdivided, excluded, consolidated, and otherwise traded back and forth.

In periods of grand science development, few scientific words have not gone off in two or more semantic directions.

A simple example is that of an aeroplane that is a mile high and the mountain is a mile high does not mean exactly the same kind of height

If the lenses of our language of geology are slightly warped, they are also tinted.

The Museum must keep up to date in such words just for the fun of it.

Our experience in changing footprints when going to a wide area network (WAN)

The major change is all users have been made sensitive to public relations issues.

Within the last two months, our current experience included changing from a paper based internal newsletter issued each fortnight to offering it as an e-publication on a website.

This information is filtered more now because it is can be read or printed from a Wide Area Network (WAN) with circulation open to the general public.

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In January 2001, our technical staff loaded the paper version of our in-house journal, Issue No.50 of the Brooking Street Bugle (BSB) onto one of our web sites.

We have loaded colour photos with each edition since the change in delivery.

Historically, the Bugle information was compiled every 10 days by “cut and paste” of Member’s internal e-mails.

We are now interested in mentioning about 70% of new donations or special donations received at Upwey on the internet edition.

A new style of writing information was designed to attend to privacy, complexity, public relations by self-imposed censorship of the e-mail privileges as used by 35 key Members.

The present e-mail system can grow to 200 users.

Previously, when key Members found faults to be debugged from newly developed systems, these were disclosed by e-mail to others.

For good public relations on some projects, we think it more prudent not to confuse the untrained general public with details of our technical development mishaps.

So the first thing we changed was not to disclose the contents of e-mails that explained technical mishaps. All the 30,000 e-mails sent since inception of our e-mail service are now machine searchable on our rebooted ISYS search engine.

So, internally we do not lose the information of we have just done and what we intend to be doing.

We merely censor the general disclosure of maybe 15% of what we think is susceptible material of dubious P.R. value.

After much analysis and discussion, we have decided to balance what we think is useful to share with others for their organisation.

Our valuable insights could be very useful to those of other organisations for feedback.

Our Editors (like our radio script writers) had to undergo a very quick learning curve of what was in our self-interest to disclose on what policy changes we were about to make because some of the discussions would come to nothing new.

This policy altered to some extent the “openness” we thought we needed to spread information between ourselves but, in fact, we developed a better sensitivity to P.R. all around.

In fact, because we sold the change well, we are better off from this speed learning curve from LAN to WAN than we thought we would be before such a WAN event.

By Issue 51, after four attempts at editing we had gained P.R. insight into three new subject headings that we needed to do in different manner.

Even although we know physical displays of the Museum at Upwey are circumscribed, we will develop them to transfer to our web site.

The function of Buy Resolve Museum Sales Review (BRMSR)

In terms of function, the Review is to be a marketing tool to create demand for Museum sales, promote “specials” and share with persons our interest in the ideals of higher learning.

Persons reading it should feel inspired enough to help the Museum in some way.

The Museum does wish to reach persons anytime and anywhere with our current news and views but does not wish to support the business of publishing and

distribution of a paper publication at a time of raising postage costs.

At present, it is unlikely we would produce the publication as a regular paper version.

We could produce a few colour printouts for sales promotion.

The paper version content is controlled so it is a summary of the knowledge technology content we are seeking to transfer from the Museum web site.

The sort of information we will stress will be our core values.

For example, we intend to stay debtless.

Our friends have had decades of working with negligible debt and we would not advise them to move to another model for this or any other project.

We do not wish our friends to feel they must work with less control and less power because of company financial development debt. It has been suggested that much depression that is work-related is also associated with a feeling of powerlessness.

Even if the new economy thinking accepts being debt ridden in the short term, we cannot accept this as it is not within our Buddhist economic culture.

The editorial style will be strong in promise but, at the same time, it will caution against offering sales persons expectation of sound profit from product sales unless they give attention to following up the service and delivery times personally.

Over time, the gap between writing and speech has widened.

Writing and speech are like two railroads with overlapping boards of directors that share, over part of the route, a single right of way.

It has been noted they seem to be the same, but there has never been a formal merger and their managements have too many ingrained rivalries now to approve one.

What we can accept is that we have built a series of web sites and loaded them with good information we had about the place without knowing what specific market we were after.

Overtime, we will find more details of who likes to visit our websites.

It has been reported that the profound effects on stress levels of the general population in the new market place has lead the World Health Organisation to predict that by 2020 stress will account for half of the top ten medical problems in the world.

When the substance of a person’s work life as regards nearly all aspects of their work is in another person’s hands and, work becomes the central feature of their life, it ought come as no surprise that he or she looks for stress relief outside the reward of hard work.

Many persons seek relaxation from stress by adopting life styles that involve sport competition with their peers even if the type of relaxation itself involves a pretence risk and is favoured by the upwardly social mobile.

Mental health of the population is becoming an issue for governments.

Educational Goals for Museum Helpers

Our Museum helpers are drawn from a self-help organisation set up by John Hughes decades ago. They enjoy one another’s educational goals, and the sharing of experiences that comes from working together.

A few enjoy breaking new I.T. ground, and can move with the times.

On the “self-help” model, one person does something another wishes in exchange for approval, money, goods or work.

This system of exchange is implicitly or explicitly, the subject matter of all social sciences. When the incentives exchanged are material goods and services, it forms the subject of economics.

The economics of the Museum is sound because it has mustered a series of incentives apart from I.T. resources.

Some of the more material helpers found that the activity leading to refurbishment of the freshly painted buildings and Museum office space to store the specimens act as their incentive.

The visible improvement in plant and equipment they make gives a feeling of prosperity and this brings them a relative optimism and euphoria.

Under these conditions, helpers raise their goals even to those difficult to obtain.

Building Suite 10A to store I.T. components for systems helped development by acting as stimuli for our I.T. helpers.

Our I.T. plans seem immediate enough to play a significant part in online education.

But in time, persons involved have to be taught and understand that true “self-help” works only when one group of persons comes from have power over another group’s incentives.

Placing this paper on our website means users can familiarise themselves with an overview of the company’s ERP .

Both ERP and EAM systems we are using to plan can manage shutdowns to minimise cost and maximise revenue to the company and service to the community.

Typically, a utility will plan a shutdown during a period of minimal usage.

We do not wish to curtail I.T. operations of our Upwey Temple while we develop the offsite Museum complex.

WHAT ARE THE PLANNED TEACHING TIMES AND PLACES?

The Dragon temple will be built near the Ocean on Phillip Island.

Five days courses have been held at Upwey in the Mountain Centre four times a year for decades.

In future, JDH will teach only two five day Courses per year will be taught at Upwey during the Christmas and Easter school holidays.

During those school holidays, many tourists crowd Phillip Island.

The other two of the 5-day courses will be at Phillip Island each year at non-peak tourist times.

Teaching sessions are held for the Upwey Temple on Monday, Tuesday and Friday evenings.

The Prajnaparamita Teachings on Tuesday evenings commenced on 16 February 1999. It will run for 3 years and 3 moons.

It will finish in April 2002.

After April 2002, John D. Hughes will teach at Upwey on Mondays and Fridays.

THE TEACHING TIMES FOR THE DRAGON KING TEMPLE.

We have just finished the Year of the Dragon.

To create causes for regular cash flow for the new complex from the locals on Phillip Island, John D. Hughes will teach there on Wednesday afternoons once a month from October 2001.

After April 2002, John D. Hughes will teach fortnightly at Phillip Island.

How will it be funded?

We do not wish to pull too much money from the Upwey Temple.

The Teacher will accept donations to cover his travel and operating costs.

John’s attendants who travel with him will sell product at the teachings to gather funds for the Temple and Museum. As we get repeat business, we will get the times of teaching right for generating peak income.

The first funds will target the Island infrastructure needed for a good water supply and the purchase of a power generator.

While repairs may seem a minor consideration, with a little more planning and co-ordination of repairs, there need not be a shutdown at a time of peak Museum income earnings.

The deregulated power industry was showing warning signs of power shortages during February 2000 because of a confluence of industrial action, extreme weather conditions and mechanical faults in generating plants.

Because we are likely to find it necessary to transport some of our craft-persons to work for a few days on the construction, modification and development and fit-out of the new complex, we must get active planning to ensure that plant down time does not thwart our helpers.

If power failed during the project, and we were NOT ready with backup, we think we would lose our reputation of being practical.

Our tradespersons could well do no free work for us if we disturb their mental comfort and security.

Our craft persons are professionals and an asset to be well managed.

To lose the asset of professionals who are willing to spend considerable amounts of their time and money to transport themselves to the site and work for us cannot be permitted.

If they got there and they could not work with their power tools because we had not arranged electric power is the worst case.

For example, if they were to take power tools with them to use on our site and the power to the site failed, we must be ready to supply auxiliary power backup enough for their tools for whatever period they are needed.

So, ERP must address the question of power failure.

We must have our own electric generator or spare charged heavy-duty batteries to work for a range of power tools.

Adequate standby lighting is needed even if it was just heavy-duty torches.

We want to keep open as many windows on the world as we can manage from our Upwey Temple and our Phillip Island Temple.

We would not like to shut down the Dragon King Temple and the revenue earning Museum complex and/or the website at the same time.

The key to avoiding complex that will house of a new Dragon King Temple Training Centre that it is intended to establish in Victoria.

The rationale of why we would this hat trick is grounded in Buddhist economics as will be seen as we develop both method and means.

The first step that we observe is that we have the will and see no great real financial or technical software problems to establishing a commercial website to permit virtual viewing of the Museum collection.

The notion of materialising the Peace Concept of Lord Buddha within a Dragon King Temple will be hosted on that commercial website.

The Buddha’s love of peace has continued to be an inspiration to Buddhist economics of the present day.

The Buddha’s advice to the Vajjis for creating peace has been well interpreted by our dear friend and mentor Dr. Ananda W.D. Guruge whose tact and ability to bring persons together is widely known.

For many lives, our Teacher and the venerable Doctor have meet and helped one another.

Even in this life within the domain of the World Fellowship of Buddhists, the good Doctor has guided many of our Teacher’s followers to work together within the multicultural nature of the World Fellowship of Buddhists.

The Museum/Temple complex notes the following seven points were taken from his paper; “Buddhist Philosophy and World Peace”. Which appears in the proceedings of the World Buddhist Summit, which was held from 30 November to 2 December 1998 in Nepal sponsored by His Majesties Government of Nepal and the Lumbini Development Trust.

His modern interpretations are as follows:

1. Assemble repeatedly and in large numbers in harmony, do the business in harmony and disperse in harmony (That is, participate fully in public life and affairs, observe the democratic principles of consultation, and preserve harmony in spite of differences)

1. Introduce no revolutionary laws, do not break up the establishment law, and abide by the old-time norm (That is, to make balance between the tradition and the modern, and make changes slowly and cautiously and not drastically).

1. Honour, reverence, esteem and worship the elders and deem them worthy of listening to. (That is, recognise the value and relevance of generational wisdom).

1. Safeguard the women-folk from force, abduction and harassment. (That is, recognise the importance of women and their need for protection).

1. Honour, revere, esteem and worship both inner and outer shrines (That is, protect the cultural and spiritual heritage).

1. Perform without neglecting the customary offerings. (That is, safeguard the practice of religion) and

1. So assure that saints have access to one’s territory and having entered dwell there pleasantly (That is, be open to all religions and spiritual influences in a spirit of tolerance).

The Museum must have one strong face holding a modern scientific geological basis.

But a second face of the Museum suggests an approach could be taken from the humanities to include such fields as aesthetics, history and literature.

The humanities tend to give some emphasis to the particularity or uniqueness of each object, event or narrative within a general set of principles.

If we look into the field of aesthetics, for example, scholars would emphasise the difference between appreciating a piece of calligraphy and, say, appreciating a Buddhist statue.

Shinichi Inoue (1977) has made the point that although the underlying feelings may have some traits in common, the humanistic approach to systematising knowledge tends to single out the differences.

By presenting how things are uniquely shaped by different human beings; for example, the Eastern and Western sensibilities toward calligraphy, we learn things about the state of being human.

With great effort, a few of us can learn how to feel across space and time to the mind of the master of the brushwork, or, better still, to get to practice each for himself or herself the Way of the Brush to wake up.

This satori is designed to appear at our new Temple/Museum for those who make enough merit to apply themselves.

For others, toiling and cataloguing in our Buddhist library, it may be that the handling the rare manuscript leaves covered with the grime of repeated use wakes them up to the long tradition if they get ready to accept what can be inherited.

For yet others, depending on generosity in giving the four friends of the study, it may be something like the feel of the handmade paper in our ancient collections of Chinese wood block prints can trigger satori.

All these things are found in the ancient Sutras.

For others, it may be by cultivating in our Temple garden near the Bodhi tree that something happens that opens a flowerbed of philosophy divided into three plots corresponding to philosophy, the “lucrative sciences” and theology.

This type of insight is in resonance with Richard de Fournival’s 1250 C.E. cataloguing system based on a horticultural mode.

Many good things can appear when we get close to things loved and cherished over the ages with a reasonable mind

The traditional medieval education system was divided in seven: grammar, rhetoric, logic, geometry, astronomy and music.

These seven subjects were believed to embody the entire scope of human wisdom.

It is thought to that insufficient space at 33 Brooking Street Upwey for a public display of most of the specimens gathered by John D. Hughes.

40 years of collecting specimens twofold that the Museum must be self-funding

The most feasible order of operations that can be accepted had to establish knowledge management that blends Buddhist economics to lever existing Museum tactics in financial, technical, organisational and cultural fronts.

Introduction to Buddhist economics.

The main difference is to be debtless.

Within the Buddhist economic attitude, the cultural front notions that one should work to earn one’s livelihood and act against the “self-in-isolation” .

A workplace policy is made visible where everyone feels he or she is contributing to the betterment of the company.

Since it is likely our helpers have some delusions, they learn to trust in the analysis of what we say we need to develop for the next generation of Museum services and products that produce the cash flow needed by management for the company to survive.

We prefer the German economic model of a “stakeholder society” to the American economic model of a “stockholder society”.

Members of the Museum may not have shares in the Temple assets but they are involved in gearing their labour assets towards helping persons to be kind enough to themselves and others.

By using the learning opportunities we create in our fund raising commercial processes, they fund our self-help social form of Museum education.

The best practice ANTA manual on Museums is the core material framework of our knowledge systems.

The free-market base economics model is used with the Western meaning of “free to do something” moving towards the Buddhist model “freedom from attachments”.

This ability to move in any content meaning using higher order knowledge of gearing assets wisely to develop sustain the ability to keep operating to some purpose but not excluding some mere welfare use of reserves.

The Temple development does not apply to the Monks and Nuns who ought have few duties so they can concentrate on mind cultivation but also for laypersons with similar needs but no time.

The Zen Monk Dogen arrived in China in 1223 C.E.

He was impressed by an old Chinese Monk who was the cook at a nearby Monastery and came to the ship to purchase some mushrooms.

The young Dogen could not understand why the Venerable Monk was doing such work when he could be teaching Buddhist doctrines.

In later times, he began to see how work itself was a way of putting Buddha Dhamma into practice.

As Shinichi Inoue (1977) stated the Western attitude towards work is summed up in the phrase “work is pain”.

From the outset of the project, our Teacher has cautioned us about thinking that any work in setting up and running the Temple/ Museum ought be viewed like that.

We think it a great honour that we can conceive these two grand projects in what the Japanese term mappo (the dharma ending age).

The important thing we bear in mind is that the whole development must be seen as an example of Buddhist economics in action because each person who helps the project has a dual role of both a customer and a worker of the Temple.

Or viewed in another frame, provider and consumer.

From our viewpoint, since we are not ageist, we do not state a retirement age at which time a person ought to cease to help the Temple/Museum and only consume its resources.

It is good to remember that one’s work in production and consumption of the resources is conducted within the interactions of all kinds of karmic causes and conditions.

Unlike the prevalent view of the West, the Buddhist approach is to view work done for the Temple/Museum as a form of practical social service and does not end at some randomly determined retirement age.

To begin information capture, it was minuted that a Committee be formed on 29 January 2001 under the chairmanship of John D. Hughes to explore how to get the Temple active.

Our Teacher and his attendant’s transport and accommodation costs have been covered for him to explore what is needed to obtain suitable Temple land on Phillip Island.

This stage is the four-month plan.

There is no short-term plan to continue to take resources from the “father” Upwey Temple to the new Temple.

The website for the new Temple will have a fund raising for the new project.

Other means will be developed to fund raise for the project to own land.

All projects have been designed to “jump-start” fundraising to shift away from the extremes of pure self-interest and the utter self-negation of a throw away culture.

What is needed at the Dragon King Temple and Museum is a more sustainable civilisation that is socially beneficial and environmental friendly to Phillip Island.

The programs are under evaluation include:

• four new quantified cash flow projects that are likely to appear within the first year of commencement of the project

• seven medium profit initiatives that can bring a cash flow within two months and

• three medium term projects that are not expensive to set up or difficult to manage that will give steady income generation .

Stage 1 is to complete the details of sectors of the project we consider worthwhile in this report.

Stage 2 is to examine feedback on third order knowledge used in this report and get pledges of persons or organisations that will help fund and maybe run sectors of the project, such as, for example, a bell tower.

We are looking for Buddhist families or organisations to sponsor one or more of our Temple sectors.

Stage 3 will recommend what actual land we propose to use for the new Museum set up.

Stage 3 will bring together the resources and detailed planning for the first two years of the Museum start-up year plans.

Stage 1A is to publicise and advertise the work-in-process plans and invite new input.

John D. Hughes & Associates Pty. Limited will arrange Stage 1A by opening up a special news of the project commercial Internet site by 9 February 2001.

Stage 1A is to raise $20,000 capital for the next stage of start-up ready by December 2001.

Stage 3 is to get title to the land.

The land title is to be held in the name of John D. Hughes & Associates Pty. Limited by Australia Day 2002.

The company is unlikely to borrow money directly to fund such a land purchase.

Stage 4 will detail the next three year development plans and who can say they will help fund and/or work the plan.

For commercial reasons, many parts of the Part 4 plan may be held as confidential business information.

Sponsors may be allowed to view the information but privacy applies and it must not be published until the company decides on a safe date.

The application of third order knowledge that we collect and store gives us useful and sufficient analysis to better consider under what order of risks the Museum may be heading and we ought to know about these risks.

Because by the time we plan Part 5 of the project we will be looking at least for 10 years ahead, the amount of third and fourth order knowledge we can get into our Company experience and information must be wide ranging.

One complex example of information about directions of change is third order knowledge about weather changes.

The Government expert panel has predicted that temperatures in Australia will have increased by six degrees and a rise in sea level of between nine to 88 centimetres by 2100.

The CSIRO forecast is that temperatures over Victoria will increase by 2.2 degrees by 2050.

Here we recognised these models as worthy examples of the third order type of knowledge we are looking for our long term planning.

Other types of third order knowledge we recognise includes understanding that the “predictable” response coming from pilot runs of real specimens displayed in glass cases could be reworked to emulate the “wow” of a “classic” Museum.

But, for us at any rate, we did not predict the “wow” factor that came from piloting of a few digital photographs of specimens on Internet.

The experimental site was unlinked to other sites.

The specimens were photographed in bright sunlight.

When the viewer zoomed to full screen, the “wow” novelty factor of seeing in greater detail than was possible by viewing the original in a not so well light glass case was evident to all viewers.

The screen image used was near enough to “true” natural colour.

We could not have predicted the intensity of the viewer response to our on-line pilot tests. This is third order knowledge at its best.

Third order models are vital for our long term planning.

We have been looking for third order knowledge of what need we need to know about weather patterns within the next 100 years.

The Intergovernmental Panel on Climate Change has just revealed that by 2100 on the worst case scenario they expected local surface

Third order knowledge can extend itself in many ways.

One way we can extent this new third order knowledge is to bring the “wow” factor developed as one of our edges in public relations policy.

Another test the “wow” factor in the new third order knowledge has been extended to presentation suggesting closeness of specimens in cases ought be elevated one metre to eye level and internally light.

Persons we know expressed interest in developing the knowledge base of the Museum.

If we move locality we assume less than 5% of respondents could help us set up a Museum.

In the contextual setting of these pilot runs, it must be appreciated that our human resources teams were occupied with working on three major projects that were needed to develop the skills needed for constructing a Museum in the Dragon King Temple.

Team skills were trained and polished over many deserving projects.

In December last year and beyond, eight Team Members followed a project that developed their people skills by using them to give peak performance services to the executive of the WFB Conference in Thailand.

Over the year, other Teams put thousands of hours of construction work into a major building project on site.

Other Teams established and serviced many web sites. The IT technical staff’s time and skills were concentrated onto getting seven of the Centre’s web sites up and running.

In every case, the need to track these projects meant the Museum development had to be placed on lower activity budget.

However, we can project the Museum would function better in the medium term if extended physical displays of the Museum up on the existing site were not attempted but such displays were provided in display areas on another site.

Instead of speaking about “access”, we think it is better to ask: “ How do we get anybody to pay attention to what we are doing?

The owner of the Museum, John D. Hughes will start by directing his funding towards building a strong website within the next six months.

In time, with the right action on the website may become the most valuable asset of the company.

To get to that earning stage, because it will be a mix of learning and doing, we must be careful not to spend too much time acquiring and managing knowledge for its own sake.

A healthy tension between knowledge and action is the key to organisational success.

The temptation to spend too much on an on-site physical display arrangement for the Museum at Upwey would mean the major Dhamma teaching functions in time and space at the Centre may be overshadowed.

By creating displays at another Museum location rather than make further development of physical displays at the Upwey Centre a project target can be set up to give a sound and good balance of existing and future assets.

It is better to accomplish something and talk about it later than the other way around.

The most important factors in deciding where to start are the importance of the specific knowledge domain to the organisation and the feasibility of the project.

DSL tracking must be done as we operate.

Customer knowledge is a good place to start.

DSL is a new acronym for “Damn, this Service is Lousy”.

The steps between order and delivery of promise are being shortened.

To date, we have twice underestimated the time taken to get the technology learning curve needed to get our Museum systems on line.

Small running times of pilot museum sites have helped a lot.

Our new knowledge base has learning we gained from “hands on” experience by servicing 7 new websites since May 2000.

Technical problems are solved one at a time by our webmasters.

The most current technical thing they are tracking and need to know is how to change a library relational database on software to read on an Internet site as a read-only set of catalogue cards.

We are gives them a 0.95 to 0.98 probability that they will solve this before we launch the advanced pilot Museum website.

We need speed to load valued data to the Museum if the brand credence could are to be increased.

A new website project will give on-line establishment of the brand for the Geological Museum @ Upwey.

This virtual site operated from new commercial equipment installed at Upwey could increase the value of the Museum brand.

We will sell the notion on the website that it would be nice to see the original specimens.

One way this could be achieved is by a touring Museum exhibition.

However, until the demand is high, the logistics and costs we estimate make little economic sense.

We need to establish the brand image of the Museum on the website and tell persons that, in Australia, we intend to work along the old business culture convention that suggests a need to overcome “frictions” to bring about real physical “bricks and mortar” Museum site.

The type of “frictions” that impede knowledge flow and utilization can be infrastructure failures, social, political, cognitive and communication impediments, and failures of managerial “will”.

So, while it is difficult to codify the tacit knowledge, its substantial value makes it worth the effort.

Having access to knowledge only when its “owner” has time to share it or losing it entirely if he or she leaves the Museum’s organisation can create significant problems.

A partial answer is to try to transfer as much knowledge as possible to someone through mentoring or apprenticeship.

Multimedia computing and the hypertext capabilities of intranets have created the possibility of effectively capturing at least some meaningful fraction of an expert’s knowledge, making the tacit explicit.

The value of narratives is useful because human beings learn best from stories.

As Karl Weick says, “people think narratively rather than argumentatively or paradigmatically”.

A good story is often the best way to convey meaningful knowledge.

Knowledge is more likely to be adsorbed if it adheres to the listeners’ sense of ground truth, is delivered with feeling, and is placed in a context or frame that is at least partly shared by its audience.

Business jargon must be avoided.

There is a need is to harmonise organisational knowledge, but do not homogenise it.

What type of story ought we tell about why an actual physical Museum ought to be a new site?

Placing real specimens on display at a different site makes sense because there is a limit to how many visitors we wish to have at our Upwey centre.

The cost of local land is too high for us to recommend we start with a few hectares of land to allow for future growth and on-site car parking.

We think that since affordable land is available on Phillip Island, it would be expedient to make a Museum exhibition and permanent display zone alongside a Dragon King Temple at Phillip Island.

Phillip Island is a tourist resort on the coast of Victoria,

The tranquillity at the Upwey Centre ought to be sustained.

It is too difficult to attempt to build a complete working Museum having 10 000 specimens on display at Upwey because it needs about 40 m2 of space and we are not prepared to lose that amount of garden area to buildings.

Within that area, the Museum holds a lively research Centre and e-library on its site.

By relocating the Museum holdings from the present location at Upwey to the new location and providing a Dragon King Temple alongside them in same space, we have an interesting facility.

It could be needed to develop sales of products to fund the Museum.

More than one year has passed since the official founding date of the Museum on 21 January 2000.

Details of administration of the Museum for the owner.

At our Museum, we place great value on preventing the degradation of the lived existence of members of the “connected society”.

The “rational” view of knowledge means dealing with complexity and determining the optimal information strategy by having a precise specification of preferences of the stakeholders that resolve complicated trade-offs over time and space.

Such circumstances are rarely present in real life.

Even if we were aware of what is going on in the decision-makers head, there is another problem in linking knowledge to decisions – politics.

We try to calculate the costs if the value of knowledge we use were absent.

If you set out to measure the cost of stupidity arising from poor decisions managers made in the organisation and how much better off and how much richer we would be if the right knowledge had been applied at the right time.

Accounting systems are no measure of the intangible assets and intellectual assets of an organisation.

It is time well spent if we take a hard look at our culture before launching our next knowledge initiative.

The rule is if we are spending more than one third of our effort on technology, we are most likely neglecting the other factors of importance.

These persons will have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work.

None are exempt from the anxiety of work place change and restructure. The Museum can answer some of these needs.

Over the year, five studies in action research comprising a series of probes were completed.

Because of space limitations at 33 Brooking Street, Upwey, Victoria it has been decided it is timely for the owner of the Museum’s holdings to enter into joint arrangements with an administration Company.

The Company will fund a new site having enough commercial display space to hold of the bulk of the collection on display at the same time.

Five studies gave some third order knowledges.

Study #1

The first probe was to find an attitudinal appraisal of the notion of a Geological Museum. This was done by presenting experimental displays in space at 33 Brooking Street, Upwey, Victoria. The displays comprised three display cases in two locations. One set of specimens were labelled, the other set were not labelled.

Results of Study #1

Interest was shown in both these displays. The appeal of the specimens seems to be aesthetic rather than encyclopaedic in seeking catalogue details.

One post-graduate geology student from Monash University commented that the collection was of outstanding interest to him. He could recognise the type of specimens in the collection.

Study #2

Many persons and organisations were requested to provide new specimens as gifts to the Museum.

Results of Study #2

A 30% increase in specimens was obtained over 4 months. Storage space at Suite 10 is now under pressure.

Study #3

A trial website was loaded on a non-commercial site. A Commercial website called www.buyresolved.com.au is to be set up this month (January 2001).

The rationale for the Museum web site is that it must transfer robust information at affordable cost.

Results of Study #3

The trial was a success because it provided staff with “hands on” know-how of geological photographs configuration experience to our Museum staff.

The philosophy of the website should come through when the website is browsed.

It should not be too hard for persons reading our website to empathise with how the Founder of the Museum became inspired with an essentially academic curiosity in the fertile field of geology.

Study #4

In a classical Victorian Museum, looking at the static displays and browsing through the rows of geology and fossil specimens was a worthwhile experience somewhat like a theme park frozen in time.

Results of Study #4

We found this interest in the three display cases at Upwey even though the display cases were very poor in the ergo metric sense. To improve this, we intend to place two of the glass display cases on a 1 metre dais.

We are certain that a suitable number of displays in a Geological Museum at Philip Island would create interest for fee-paying customers.

Study #5

Website Briefing Study.

The feasibility of website display of digitally photographed specimens was explored. We involved a not-for-profit website to gather skills for Members.

Results of Study #5

Some specimens were photographed with a digital camera from different angles. The on screen images look impressive when they are viewed on full screen. They are stored on a CD prepared in December 2000.

Because we want to be commercial, we have decided in future against using the not for profit website used for the trials.

A new telephone line is to be installed on 30 January 2001. We will create a new commercial website called www.buyresolved.com.au to show photographs of specimens.

An Action Plan for a business surplus in the Year of The Snake.

The Year of the Dragon (2000 C.E.) was the time when John D. Hughes decided to construct a Dragon King Temple at Phillip Island having a Museum on the same site.

The Year of the Snake (2001 C.E.) is when these thoughts are to be put into action. A major drive for this project’s business planning to create a surplus.

On 30 January 2001 a new telephone line was installed in the Sariputta room to give access to and from the web from within the Sariputta room.

The new website that will provide working details of the dragon King Temple proposals as they come into place.

The website will show the KPI financial ratios for building & infrastructure cost Vs maintenance costs Vs operating capacity costs of the Geological Museum @ Upwey.

Our history of handling derived information products of a Museum is too new to know the “number” that can be given away (as dana, pali:generosity) and yet generate an annual surplus.

We do not wish to energise and excite persons with products that go nowhere and do not leave an annual surplus.

The first intriguing version of the Conceptual Plan was written on 31 January 2000, and John D. Hughes and Associates Pty. Ltd. registered the business name Geological Museum @ Upwey.

Naturally, the plan was incomplete in administrative details about generating a steady measurable surplus.

The insight suggests that just because something is intriguing it does not mean it is right if it cannot generate a surplus.

There is little point in using Museum resources to excite persons unless at some time, you can guide them to act as with your business plan and make a surplus as some kind of profit.

From our recent experiments last year, we know that there is little doubt that the provision of a series of viewing opportunities of Museum specimens gave our viewing public some excitement.

Position the glass cases one metre higher gives more to see at eye level for greater intriguing impact.

In like manner, larger screens on our computers create more interest.

We think we now know that enabling persons to browse freely among many photographs of accumulated specimens will stimulate and intrigue the visitor to the Dragon King Temple.

The Museum staff require additional training till they want to push them beyond being merely being intrigued to view but to cause visitors to find it easy to complete buying actions.

If this is done often enough, it will be favourable for a surplus.

A favourable surplus is part of the mission in our overview plan.

However, more work is needed until we can validly model the nature of the stimuli of what has become clear to visitors, we cannot turn this to revenue in a sure manner.

Some of the preliminary work on the Museum information products was intuitive and did not flag up the quantity of the surplus required.

We use three evaluating methods for measuring our derived information products costs Vs value.

The first evaluating method calls for setting in place a monthly audit to see if the Museum has time and resource and capital and labour shortfalls.

At the same time, the Museum will measure overall consumption of goods and services to see if they are likely to be in surplus or not.

Managers who want to live fast and die young on dreams and vapour tend to claim that they do not wish their input effort is to create an effective annual surplus.

Would be managers who like to build data centres that do too much too fast without building a full management team dedicated to a targeted annual surplus at the same time must be exposed.

Without knowing “the number” (how much the Museum can give away) how can we know what we are doing for the Museum on a monthly basis is sound?

A few of the Museum staff find it difficult to accept a funds surplus.

We will seek to measure the impact of access to our information surplus.

Some complications in the depiction of the cost-benefit analysis for access to derived information will be studied by John D. Hughes’ accountant.

For example, the provision of access to service power may be thought of as a technical feat, because it can be done at anytime, provided the funds are there to pay for its installation.

Service installation in new areas is cogent on the payment of connect cost outlay in another feed area.

Because of the installation of two extra phases of electric wiring in the East Wing, it is technically possible to extend the system to wire Suite 10 and Suite 11 with power.

But, before such extension wiring is done it must be made safe.

This means the walls and ceilings of both these Suites need to be fully lined first. Overall, this small project might cost about $1000 in materials and $500 in wiring and fittings plus labour costs per Suite.

The Museum agrees these expenditures are desirable but it is a question of priority of timing to show when John D. Hughes should allot his surplus funds to this rather than that.

He has just completed construction and fit out of a new bedroom and store in the East Wing. Plumbing materials and services are needed to bring this capital project up to the standard needed for the final building inspection.

Connection of telephone line to the East Wing to give access to Internet has been completed.

Assuming a normal Winter slowdown in the wet season;

What are the timelines to get the Museum ready to start?

The main site for the Museum at Phillip Island in Victoria has cold wet winters. Few tourists come to the Island in the Winter Season (June, July, August). Friends of the Museum are unlikely to wish to help in that time.

It would be good to inspect the site we will use to see how flooded it becomes in Winter.

Construction delays of a few months become common under such conditions.

The paradox of access to the site before Winter needs to be resolved.

If the Museum was worked on and set up in Winter, it could be ready to capture the Spring tourists’ dollars.

Should JDH rob Peter to pay Paul by use of his moneys for the new project or should he use his project funds this Summer to complete his existing projects at the Upwey Museum?

OR,

Would delay in starting add or subtract to the total costs of the Dragon Temple project?

What needs to be known is:

What is the cost in the worst case of a wet winter construction slowdown?

The second method makes the value of the “number” be easier to find by now having a locally produced inexpensive product to sell. A surplus could arise from repeated sales of inexpensive product.

We admire our manager who pointed out the theory that inexpensive product is easy to sell to most persons. Our recent flower stall proved this theory of price threshold. We made an affordable product to sell below $10.

It was easy for non-professional sales persons to sell out this product to a range of customers.

We now fund raise by producing good coloured prints priced to sell at $10. Little stock is carried because we can now print them quickly one at a time.

Our recent purchase of a Hewlett Packard colour printer gives us the means to enter a competitive market and bring a good product below $10 into our on-site sales.

Software is available to scan a photograph or accept a digital photograph and print an acceptable reproduction at short notice.

We have flexibility of the stock we can put through the print engine.

Many persons can be taught to use this new equipment.

There is sufficient technical know how to make a selection that gives the client what he or she wants in a small run.

We think there may be many persons who want to buy small runs (maybe 50 copies).

A4 Prints of the Dragon King photograph are examples of such value-added small run product. We sell these at $10 including GST.

The third evaluating method operates on a quarterly basis.

It identifies the types of clients that enable the Museum to create an annual surplus by serving them properly.

It is necessary to write a Business Plan for the types of clients that we can deliver on.

Platforms suited for Museum start-ups should not have rigid software systems because they do not allow us to build and rebuild and make changes quickly.

We would not try to invest a lot of money in a website to test mail orders if it looked likely that the site could be down for a day or two while we were running the test.

Who is to guard our site at say, 3am?

Possible suggested customer types who enable us to create an annual surplus.

The first customer type suggested always buys a product below $10.

He or she is easy to sell.

The second customer type, are customers who will spend a few thousand dollars on a rock or mineral specimen or a painting.

They need assurance through the decision making process. This can’t easily be accomplished over the web in 2001 in Australia. We do not know how to do this yet.

Yet, even so, we must get on the web.

Once it is established, our Museum website is a marketing company, not a technology company, then only the most basic and affordable technology will be used for operations and the cost of website operations to keep it running will be monitored monthly.

The third customer type is certain cash flow business because they visit the Dragon King Temple to practice.

By insisting on a quick path to profitability for the commercial organisation of the Museum project brand, visitors could be charged admission fees to view the Dragon KING collection while being targeted to buy product off line and then lured to read on line.

Many persons may reject this pressure.

Repeat business must be thought out in terms of actual and potential revenue derived from use of plant and equipment at the Philip Island Dragon King Temple.

We embrace the notion of mutual benefits by monthly surplus may limit free Museum services over time.

We will not head the business of the Dragon King Temple in the direction of the notion of popular – but costly- promotions.

It is not a sound idea to condition visitors to buy only when we are offering promotions or to expect our commercial services at no charge.

If we incorporate our name and logo into what we offer to appear on a free printed download, then our various Internet sites act as promotional attractions. But, at the same time, it must be made clear we are offering other packets for sale for cash basis.

Apart from the need for surplus generation, we have other needs.

One is that our Internet site would be better served by giving away the icon of the Dragon King free to download with conditions for use.

We must find a suitable method that does not confuse our clients where the Museum may give something free one month and charge for it next month.

One way or another, the Museum must sell enough photographs of our rocks or minerals or fossils or derivatives at a monthly profit to recover operating costs of our website and make a surplus.

Our accountant will show us how to collect the download fees securely at a reasonably low cost of processing. This is a business model in itself that we need to understand.

Our revenue model must be legal. Writers may give us copyright royalty free but to get this we may agree that they can reserve the right to have their work removed from our site.

This may prove to be popular with young scientists who wish to be published but this does not guarantee repeat paid business for young persons when our time limit for free download use expires.

We need to be cash rich to develop and free publication is probably not a hard sell as long as we are of good repute.

It is easy in principle to attract young scientists as visitors to Phillip Island with the chance to join in e-conferences from the site.

Photo opportunities with them posed against the Dragon King Shrine altar can give confidence that we can service our customers.

This service on-site may be available as the best contribution.

Unless it is controlled to make revenue it may just mean the Temple conventions becomes a place for cash poor backpackers to “do” (as in “been there, done that”).

We do not wish that script to become our brand as a regular thing.

Managing our brand equity equation for our stakeholders.

We cannot let such visitors manage our brand.

To form a successful brand is one thing, but there is no point until we equate a successful brand with revenue.

The sellers, the investors and the suppliers and the media are part of the equation as well as the client who buys.

The speed and pressure to sell something for immediate cash under $10 from every visitor may kill the profit margin from high profit product derivatives.

Group bookings of tourists could be offered to view of the exhibits at no charge and profit made from marketing to such tourists.

We must not overload our resources.

If we decide what a paying customer must yield on a visit, say the average cash turnover of $20 a person with a 50% overall profit on sales with 500 visitors a week might be reasonable.

But, are 500 visitors a day for 1 day of the week manageable? The same number spread over the week is less busy.

There must be no compulsion to sell some select target groups, such as, Buddha Dhamma visitors on 3-day courses.

In some ways, a commercial approach to decision making could be compared to aspects of cost benefit analysis developed from the economic justification of public works.

To clarify the future directions, the scenario of future operating capacity is limited as might be expected from a part commercial enterprise funding something else.

JDH wishes to foreshadow what he sees as prudent future planning for a new Museum building at Philip Island over this year and growth to 2003 C.E.

How will John D. Hughes & Associates Pty. Ltd. fund the project?

There three possibilities when it comes to thinking about building a purchased existing site to improve the amenity compared to funding a new capital works building. Which of these three scenarios is chosen at inception

Scenario One: Rob Peter to pay Paul. The cash required to fund the Brooking Street maintenance capability is used for another purpose, and has been lost. In the future additional cash will be required to fund not only the maintaining expenditures forgone in this period but also the depreciation of the enhanced operation capability.

Scenario Two: Rob Peter to pay Paul, and use Paul to pay Peter. If the new capital project becomes a cash cow, then the enhanced assets can be put back into the organisation to fund the maintaining forgone in scenario one.

Scenario Three: Pay Peter, plan for Paul.

This is the cautious building scenario that has been approved for the next year for the museum building project.

The objective of affordable financial management strategies- for both maintaining and enhancing operating capability – can be developed.

The new Museum building looks like the investment in cash terms over the next two years.

We want many young and not so young persons to enter into the elite enjoyment that comes from viewing the multiple photographs of rare specimens on our website or to visit our new museum.

Cost benefits comparison of alternative delivery methods are biased towards our target segments.

Cost benefit expressed in simple terms is the extent to which the benefits of the derived information on products outweighs the cost of alternative methods of delivery of the same amenity.

The physical specimen holdings will be transferred to the site at Phillip Island freeing up space in Suite 10. The space in Suite 10 can then be used as a research laboratory.

Virtual Museum Holdings (VMH) - delivered from the Website

At times we may not own the specimen but we hold the copyright for the photograph we make of it with the owners permission.

The benefits of Not Destroying Displays.

At present, calculation of real display costs are based on only two glass display cabinets. The cost formula we use to value specimens is to work out the costs of selecting, labelling and preparing one safe display case containing 100 specimens and say that their value is three times their mounting costs.

A new building with sufficient display space will save dismantling costs of exhibits.

With dismantling, cost of display of each specimen value is calculated at $4 to $12 as the labour of specimen display is destroyed in the process.

Clearly, over time, a new site would pay for itself because it would not carry the weekly cost of destroying displays.

Suppose 100 visitors a week viewed our displays and they each yielded $5 profit per person per visit, this could be acceptable to fund a Philip Island site.

The Museum understands what has become evident is cost of Real Depot Holding (RDH) for the few specimens at a time is not sound policy.

At this point, we have decided that a new site must be purchased so that we can reduce project costs by not changing the Museum display of specimens once set up.

Details of IT Plans of the new Museum

Julian Bamford will operate the website of the museum.

The work stations to be set up for the Museum will go digital all the way, because with this technology, helpers can access state of the art working at anytime from Phillip Island OR Brooking Street Upwey or elsewhere.

He has new ways of changing the initial website presentation of specimens to able it to be downloaded by lower-end machines within a reasonable time (2 seconds).

He has 6 persons able to help him load our sites at January 2001.

The legal requirements needed to register a website address for the Museum is underway.

At present, we intend to improve presentation of our pilot testing by raising on a one metre dais the sight line to our existing Museum specimens held in two glass cases.

A prototype laboratory testing facility will be set up in Suite 4 with equipment during March 2001.

We have a new approach to our brand recognition as our stakeholders find how our hobby Museum plan will operate at the Dragon King Temple.

The new Museum is a worthwhile challenge that could interest some fresh persons.

The Museum expects our multi-skilled helpers can help Julian with our Internet site responses.

Two persons are required to be trained for entering the Museum catalogue.

Lisa will operate the Museum Library.

JDH will design the Museum Laboratory during March 2001.

We continue to ask for specimen gifts.

We will not target overseas markets for gifts for two months till we have a definite address for a Temple site.

What will we load on our new site in 2001?

Our CD content will be loaded.

Other content for the Museum website will include about 40 photographs of the helpers involved, shots of the specimens in the various granite and rock walls at the Upwey site, and 3 major papers apart from this one.

We will increase the present of operating capacity of our website by 1000% within 6 months.

The overview story will be that the Museum is a vehicle to help persons towards the good life, and it is designed to have an operating capacity of about 200 years at Phillip Island in Australia.

By that time, if the Museum assets are not transferred to another country, the Museum could continue to operate in a private capacity in Australia for a further 150 years.

Friends of the Museum assist with this vision of a private Museum.

Like Ch’an, involvement in Museum operations will help persons reduce the greed and confusions spread by Mara in the Dhamma Ending AGE.

The Dragon King is the patron of the Geological Museum @ Upwey.

May Friends of the Museum gather blessings and healing under the Teachings.

In $ terms, the present capital in buildings used by the Museum at Upwey is $40 000: (John D. Hughes owns the buildings).

The specimens have a present value at T-min = $10 000.

Housing costs estimate for the new Museum at Philip Island 10 000 specimens is $18 000.

This figure comprises:

Buildings

The overall capital outlay (replacement cost) for a building for displaying and storing the existing Museum specimens is $12 000.

Refurbishment of plant

Do It Yourself (DIY) estimated cost of materials -$3000.

Laboratory Furnishings & Equipment at Upwey.

Total cost to date = $13 200

Laboratory equipment and tools– replacement cost $2000

Upwey Camera (with charger) – replacement cost $1200

Upwey Laboratory Chemicals – replacement cost $4000

Upwey Computer system (as upgraded for Museum laboratory use) - replacement cost $ 3500

Upwey Laboratory furniture and fittings – replacement cost - $2500

Laboratory set up development plans for Upwey.

When Suite 10 is empty, it will be a testing laboratory.

Within Australia, we have found in the market place that from time to time liquidation stocks of laboratory equipment comes onto the market at affordable prices. At times, we have located organisations treat some items of equipment useful to us as waste.

From past experience, we know we can locate second-hand laboratory supplies at affordable prices.

Because of our present laboratory space limitations, the footprint area of testing machines we can use in it becomes important.

We are undertaking research to specify how to select equipment that suits our needs for next after next development and the methods we will use to obtain such apparatus.

Our goal is faster recording and analysis testing of specimens.

We believe we ought explore the use a Xenon light source as our mission of speeding up the photographic processing of specimens identification with capacity to operate day or night in any season.

Funding for such equipment could well come as gifts from friends who are involved in the Museum.

Suite 10 has an estimated capital cost of $8000 when wired for electric power.

Building & shelving total $40 000.

Metal shelving to hold specimens and references has cost about $3000

The present holding cost per specimen to display is of the order of $4 to $12.

What is planed for storage of specimens?

A building at Philip Island.

The next building planned on site at Philip Island will have 95% for the Museum

However, the Museum would not refuse any gifts of specimens over that time.

For the next expansion after that for the next 5000 specimens, the present tactic is to house specimens in metal drawers. Storage could drop to $2.50 per specimen.

All the buildings of the Museum are owned by JDH.

There are three possibilities when it comes to thinking about building an existing site to improve the amenity compared to funding a new capital works building.