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Date: 2020-09-22 Page is: DBtxt001.php txt20010000

Turning Development Upside Down
Reforms Needed for Socio-Economic Progress

A book manuscript written in 2006, 2007 by Peter Burgess

Chapter 1.1 Introduction ... Why this book?
This chapter answers some key questions. Why is this book being written? Why the writer can write this book? What the writer hopes to achieve? Development has failed ... time to make some changes. What sort of impact a changed paradigm shift will produce? These are important questions ... the book is a starting point.

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Chapter 1.2 Introduction ... About Peter Burgess
This section gives some background to Peter Burgess who was the primary author of this set of papers. This was written around 2005, and it is fair to say that since then many of the issues identified in the writing have clarified significantly ... especially as they relate to ways to facilitater paradigm change.

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Chapter 2. Development has failed.
The failure of development is hidden ... possible because it is a long way from the mainstream media, and the leadership of society does not want data about the abysmal state of much of the world to be easily accessible and the basis for dialog and decision making.

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Chapter 3. Why the failure?
This chapter explains why there has been failure. The reasons are many ... but in part it is because both the objectives and the approach are wrong. Most of the explanations have been self serving, and the solutions rarely make much of a difference.

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Chapter 4. There are ways forward!
There are ways forward ... not one, but many. A single silver bullet is not the right approach ... rather there needs to be a use of resources that gets the most value for the society as possible.

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Chapter 5. Community Focus Development
In this chapter, it is argued that community is the best level of society to facilitate development. It is more effective than a single person, and has a scale that is optimum for progress because the interventions may be selected to address the important priorities of the community. The key metrics for development progress emerge from performance at the community level using Community Analytics.

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Chapter 6. Resources
Resources are assets, but not simply money. They are many other things as well including human resources, natural resources, organizational infrastructure, enabling environment. physical infrastructure, production equipment, working capital and knowledge

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Chapter 7. Resources: Human Resources
People are the key to everything. They are hidden potential and at the same time the limiting constraint. People are human, with all the problems that go along with that. What is the human potential? What is needed so that people can do the maximum that they are capable of?

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Chapter 8. Resources: Natural Resources
What natural resources are available, and how can local natural resources be used as an economic driver for the area? What is the natural economic potential of the area? Are there other local resources that have economic potential? Natural resources rarely deliver economic value to the local community. Far too often they are exploited in ways that make them a local liability and a huge asset for remote stakeholders.

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Chapter 9. Resources: : Organization and Organizations
What are the capabilities of existing organizations? What is needed so that they can do the maximum that they can do? What business organizations? What financial organizations? What professional organizations are there and what can they do? What community organizations? What faith based organizations and activities? How can people organize themselves in the best possible way so that they can progress. How can people organize so that they can best help themselves.

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Chapter 10. Enabling Environment Community Productivity
What is the enabling environment? It is a lot more than just governance and government, the law and regulation? It is also the infrastructure and the social services like health and education, and the financial services. The enabling environment may also be a major constraint on the socio-economic progress of the community.

What is the underlying productivity of the community. If the community is surplus producing it can go forward and improve its quality of life ... otherwise it cannot. The concept is simple ... and explains the endemic economic and development failure that is pervasive on the planet.
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Chapter 11. The Information Dimension
The focus is on management information more than anything else ... information that facilitates decision making, and with transparency enables accountability. The ideas for Community Analytics (CA) that is described here originated with corporate accountancy, and now embrace not only money profit but social value.

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Chapter 12. Sector Perspective
This chapter describes the importance of a multi-sector approach ... how a single sector initiative frequently fails because some other sector is not functional. This chapter also highlights the importance of sector specific technical capacity.

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Chapter 13. Afterword
Setting the stage for ongoing dialog

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TrueValueMetrics (TVM) is an Open Source / Open Knowledge initiative. It has been funded by family and friends plus donations from well wishers who understand the importance of accountability and getting the management metrics right. TVM is a 'big idea' that has the potential to be a game changer leveling the playing field so the wealth and power is shared on a more reasonable basis between people who work for a living and those that own the economy and the levers of power. In order to be effective, it cannot be funded in the conventional way with a for profit business plan, but absolutely must remain an open access initiative.

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