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Investing in the One Planet World 2

A Global Water Crisis, the Only Market to Rival Oil

By Nick Hodge
Wednesday, December 30th, 2009

………………..Huge Scale & Implications

What is often overlooked on the rare occasions that water makes it into the mainstream is the massive scale of these problems.

Yes, California is facing water shortages.

But so are 18 other states, according to the most recent U.S. Drought Monitor published by the University of Nebraska-Lincoln — including Minnesota, Wisconsin, and Michigan, which border the Great Lakes.

U.S. Drought Monitor

What’s a potential $40 billion times 18?

And that’s without considering other areas of the world most notoriously known for dry conditions, like Africa and the Middle East, as Stahl referred to in her opening remarks……………..

Full article at http://digg.com/u1JInu

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The Environmental Sustainability Knowledge Transfer Network

Welcome to the Environmental Sustainability Knowledge Transfer NetworkPart of the UK Technology Strategy Board’s Knowledge Transfer Network programme, the Environmental Sustainability KTN (ESKTN) is the result of a merger between the previous Environmental and Resource Efficiency KTNs. The ESKTN officially came into existence on the 1st September 2009 and is now the primary KTN supporting the Technology Strategy Board’s Environmental Sustainability Key Application Area.

As well as moving into this exciting new phase of support to UK technology and innovation, we are also in the process of developing a new web-portal using a powerful platform provided by the Technology Strategy Board. While this major development rolls out across all the Board’s activities you can use this site as a starting point for access to key new information from ESKTN and legacy resources of the Resource Efficiency and Environmental KTNs.

Read more about the benefits of being a member under ‘Our Network’ in the main menu above, or find out more about the key areas to which we are giving priority by clicking on one of the pictures below.

see http://www.esktn.org.uk/

A ‘Single Conversation’, GARS or SARG?

The Homes and Communities Agency intend having a single conversation with with all the actors in Housing and renewal, which is fantastic you might say.

However, they are basing that conversation on Growth, Affordability, Renewal and Sustainability GARS, but is this a meaningful conversation?

Any meaningful converstion must be based on SARG, Sustainability etc.

To move forward we must move forward on a journey of continual improvement towards sustainability, only this route is affordable, creates renewal and offers the possibility of growth at reduced resource intensity.

The Learning and Skills Council have already tried the the GARS approach, which has led to a complete shambles as identified on the BBC Radio 4’s File on 4 programme. http://www.bbc.co.uk/iplayer/episode/b00l0z3b/File_on_4_16_06_2009/

 

A Single conversation

By engaging local authorities in a ‘single conversation’ on all aspects of housing and regeneration, we aim to connect local ambition with national targets.

The Single Conversation is the HCA’s most important business process – it is the way in which we agree and secure delivery at the local level in support of our national objectives. By working in an open and transparent way with local authorities and others we aim to become local government’s best delivery partner, enabling us to secure more and reach better outcomes for each place…………

http://www.homesandcommunities.co.uk/singleconversation.htm

The NHS and the ‘resource intensity of wellbeing’

It is almost beyond belief. In just two decades or so, the National Health Service has gone from having virtually no formal management structure, just administrative staff, to this week’s announcement that out of a total staff of 1.36 million, 39,900 are managers. Let me put that in context: there are 5,000 more people now employed to tend to organisation than there are consultants – a mere 34,900 – tending to the sick. And if that were not enough to savour, new figures from the Incomes Data Services show that chief executives of NHS foundation trusts now earn an average of £158,000. Across the board at executive level within the NHS, salaries rose by 7.6 per cent in foundation trusts, and 5.7 per cent in non-foundation bodies. It is the starkest of all illustrations of just how far the pendulum has swung from medicinal to managerial.

Not that I am against management, nor high salaries – far from it. I am a passionate believer in management. In my career, as a former chairman of Granada, Allied Domecq, and the Arts Council, I spent much time analysing, writing about and teaching management skills. But in the case of the NHS, what we need are far fewer – albeit far better – managers…………………….

………………..The experience was both salutary and shocking; the hospital staff, including management and consultants, was eager to make it a better, more efficient place. There was enormous goodwill and huge pools of talent. But there was simply no process to pull it all together in a cohesive, sensible way.

When I meet people in the health service now who saw the BBC series, they say the same thing: how typical my experience was of their own hospital – and how the problems I identified persist throughout the NHS today. …………………..

Full personal view and comments at http://www.telegraph.co.uk/comment/personal-view/5062266/Cure-the-NHS-with-far-fewer-managers.html

Towards an accountable capitalism

Towards an Accountable Capitalism

ISBN:

Author: Stephen Davis, Jon Lukomnik and David Pitt-Watson
Contributors:
Price: Free
Publication Date: 26 March 2006

The credit crisis has been a systemic failure. Though the press primarily blames the bankers for our problems, the failure was not that of one single set of agents.

In this paper, the authors set out some of what went wrong, and how we can develop a framework of policy and institutions needed to ensure a vibrant and stable financial system in the future. This will require new thinking about the type of institutions on which a successful modern financial economy depends. In particular, the paper focuses on the relationship between each of these institutions and how it is possible to get them to work in a way that will support open and effective capital markets.

The paper’s aim is not to lay out a detailed framework for bank solvency or accounting regulation though we will touch on many examples of reform. Rather, it is to try to clarify the principles on which any responsible Bretton Woods-style remaking of the market system will rest, and how these might be applied to the banks and other institutions where finance is raised to keep the economy going.

This paper is part of our Tomorrow’s Capitalism programme.

ClimateCars, reducing the resource intensity of mobility

ClimateCars: London’s Alternative Cab Service

by <!––>Kate Andrews <!––>

climate cars london, uk alternative cab service, hybrid prius cab, sustainable transportation, green design, eco-friendly cab service, carbon neutral cab fleet

Founded in June 2007 by Nicko Williamson, Climatecars is London’s eco-alternative cab service. Although the popularity of cycling around the UK capital is significantly rising, the Climatecars service is sure to help improve awareness to many Londoners who still need to use taxi services. With an ambition to combine ecology, economy and innovation, the Prius hybrid car service cuts the carbon footprint of iconic black cab rides from 243g/km to 104g/km.

More photos and full story at http://www.inhabitat.com/2009/02/24/climate-cars-alternative-cab-service-in-london/

book at http://www.climatecars.com/

see also http://theappleofmyi.com/blog/climate-cars/

 

 

Introducing the Open Corporate

Beyond Public and Private

Submitted by ChrisCook on Monday, 23 February, 2009

21st Century problems cannot be fixed by 20th Century solutions”….Dr Narsi GhorbanThe Credit Crash marks the end of an era for the global financial system, and the beginning of another.  Few understand our modern banking system, but in simple terms it consists of banks as “credit intermediaries” who create credit based upon an amount of capital specified by international banking regulators…………………..

 ………………….Introducing the Open Corporate

 

On 6 April 2001 a new UK legal entity, the Limited Liability Partnership (LLP), came into effect in order to protect professional partnerships. Confusingly, an LLP is not legally a partnership. It is, however – like a Corporation – a corporate body with a continuing legal existence independent of its members. Also, as with a limited liability company, you cannot lose more than you invest in an LLP.

The `LLP agreement’ between members is totally flexible and need not even be in writing, since simple provisions based upon partnership law apply by way of default. The LLP may truly be thought of as an “Open” Corporate, and it is being used for purposes never envisaged.

In particular, it is being used as a  framework for investment in productive assets of all kinds. LLP’s are routinely in use in the public sector, and the City of Glasgow currently has three municipal  LLP joint ventures, albeit conventionally financed.  

The Hilton Group first demonstrated the potential of an LLP framework for development and long term financing in a > £1bn plus Capital Partnership.

The Capital Partnership allows risk and reward to be shared equitably in proportional shares of production or revenues : in a good year, Hilton and Investors have a good year; and in a bad year, they share the pain.

This model has universal application, and any enterprise; whether Public or Private; commercial, social or even charitable in aims; whatever the legal form; may opt to share production or revenues in this way.

Within a Capital Partnership framework it is possible to create:

(a) Equity Shares – proportional shares which are not redeemable (there must always be 100%) but may be transferable.

(b) Units – redeemable in “money’s worth” such as Kilo Watt Hours;

and these enable entirely new mechanisms for the financing of assets of all kinds.

In particular, we may create a new class of Community-owned enterprises which allow the production or revenues from assets in Public ownership to be shared equitably as between the providers and users of finance. Let’s have a look at how this might work………………

complete article at http://www.claverton-energy.com/beyond-public-and-private-chris-cook.html