However this manifests, I need first and foremost a
financial adviser and manager who also oversees all
the accounting and legal concerns. I want to
be continually apprised of all details of this, but
I do not want to do this myself. As big as
this project is, it would require someone probably
on a full-time basis. Heshe would
-
help
me set up a projected budgeting plan based on
priorities and on regular and irregular funding
needs.
-
keep
me informed on legal aspects as well, such as,
re: all taxes and business and legal fees.
-
provide
a regular accounting of our financial
activities.
-
work
with me as a co-researcher and adviser in terms
of making sure we are getting the best resources
/ making the best choices in terms of how the
building and maintenance of the project
develops.
-
eventually
oversee the daily [etc.] accountability of all
financial and legal aspects of each subweb, once
it becomes fully operational. Must take
into consideration that this is dependent on how
any further partnering relationships may be set
up ..
Plan A
Carte blanche full go-ahead and financial
means to hire the staff needed and get this
done in a comprehensive and efficient way.
I would provide a detailed plan of
developmental needs for the site, mapped out
over time.
Approximately every two months a completed
new subweb goes up with a lot of savvy PR
and marketing expertise to give it the best
possible launch.
Suggested options:
If
it is important the project fairly
immediately start bringing in its own
income, I'd recommend starting with
the Larger Life Reality Portal ...
then Living the Awakened Life.
|
1.
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LLR
|
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2.
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LAL
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3.
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PDD
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4.
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ESC
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5.
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DTCII
|
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6.
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Related
or additional subwebs or projects
[e.g., Prayer Project, EHE Study
Groups]
|
If
that is not an immediate consideration, I would recommend and
prefer starting with the Physical
Death and Dying Portal, because it
meets so many people in one of the
likeliest places where they feel
the need to look for deeper
answers to life. It offers a natural sense of progression
from those needs all the way to what
spiritually transformative experiences
are, what they portend, and why we
would want to imagine cultivating an
"EHEerly life" based on
their transformative potential:
|
1.
|
PDD
|
|
2.
|
LLR
|
|
3.
|
LAL
|
|
4.
|
ESC
|
|
5.
|
DTCII
|
|
6.
|
Related
or additional subwebs or projects
[e.g., Prayer Project, EHE Study
Groups]
|
In the case of each segment of the project,
usually defined by a subweb, the funding
person/s or organization, the financial
adviser, I, any partners or other major
players involved in its development and
future functioning, and any specialized
advisory persons [including for
marketing/PR] we may need for each part
would meet to map out that piece of the
work. It
would have its own developmental integrity
and timeline within the larger schema.
As it evolves, there will come into
play overlapping stages of the various
subwebs [in development, pre-launch/PR,
launch, fully in operation, and including a
regular status meeting of key people for
each sub-site, once operational].
When the
first segment is fully launched on the
internet, there will be then concurrent
ongoing scenarios to watch and work with in
regards to all the subwebs, such as the
building of one segment along with ongoing
maintenance of previously launched subwebs.
In each case there will have to be
partners / staff in position to manage these
individual subwebs [including hiring,
training, etc., during pre-launch time].
As an example, by months 9-10, the
development activities might look like this:
|
Developments
in projected 2-month increments
|
PDD
|
LLR
|
LAL
|
ESC
|
DTCII
|
|
Development; marketing
/ PR; seeking partners, staff
|
X
|
X
|
X
|
X
|
X
|
|
New
staff / partners: orientation,
training, planning; clarity on
goals, communications and teamship
|
X
|
X
|
X
|
X
|
|
|
Getting
it done: continued building of
the site; creating and filling all
databases; implementing all the
interactive operations; adding and
editing all text
|
X
|
X
|
X
|
|
|
|
Pre-launch:
thorough testing, troubleshooting;
creation of manuals for operation of
each subweb
|
X
|
X
|
|
|
|
|
Launch
and early operations:
continued troubleshooting,
fine-tuning
|
X
|
|
|
|
|
|
Regular
full operations: hiring and
training operations people as we
continue to expand
|
|
|
|
|
|
|
Post-launch
review and reassessment every
quarter for the first year with all
major players coming together to do
this; at the end of one year, see
where we are and determine if we
need to alter our review frequency
and plans
|
|
|
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Plan B
Plan B suggests a scenario based on the
assistance I feel is most needed to do this
on a minimalistic basis over time, though
with the same intended outcome of completing
the whole design as planned. We could
start with the following needs and expand as
the development requires it :
-
The
financial manager/adviser mentioned
above
-
Totally
at my disposal, a top-notch web
designer/webmaster and all the requisite
software, etc. to continue building and
to maintain the sites as planned.
-
PR/marketing
expertise
-
1-3
copy editors [contract basis until we
are successful enough to employ editors]
-
2
data entry assistants [contract basis,
same as above]
-
The
means to search for / hire partners and
staff as needed, based on the ability to
pay our way through our own success
Using this approach, we would concentrate on
one subweb at a time, hire or recruit and
train the necessary staff. This
scenario would be particularly useful if we
are looking for partners to buy into each
subweb.
Under these conditions, I would recommend
starting with the LLR, then LAL, followed by
the PDD, ESC, and DTCII, in this order.
The first two will provide a focal point
that will be the most immediately likely to
pull in public funding and support.
The PDD needs to be implemented early rather
than later into the overall development
plans. The ESC and DTCII are both
membership subwebs, which should be
financially strengthening almost from their
beginning, but they require the
informational and educational backbone of
the LLR and LAL to set up the proper context
for making them understandable and naturally
sought after.
The decision for when to begin each
succeeding subweb can be contingent upon any
number of variables [completion of previous
subweb, amount of funding being pulled in by
the previous subweb/s; partnering agreements
for each subweb as that naturally unfolds,
if it is to evolve with individual partners,
etc.]
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