M. Diamond Resources, Inc.

2355 Westwood Blvd. #555

Los Angeles, Calif. 90064
(310) 837-3537/(310) 995-0690

M. Diamond Resources, Inc. R&D Joint Venture

Business Models
On Behalf of Local, State, Federal & Global E-
Government Entities

July 4, 2010

INTRODUCTION:
The Conservative Fiduciary Approaches Toward a Fluid Liberal Economic Environment that Produces
$640 Billion Annually Through Innovative Business Modeling Technologies on Behalf of Government
Joint Ventures: As Joint Ventures or Commercial Relationships can trace back their genesis to the earliest times
in human history. A current plan global in scope and on a scale mentioned in part elsewhere within this website
was largely unheard of in previous times involving the human experience, and the MDR Joint Venture's innovative
call for an abstract biological, institutional, and strategic or tactical change in the economic perceptions of global
markets through business modeling internet technologies will be fundamental, just as it still would have been
unprecedented in better economic times. Long and short-term changes in local markets that are now prone to a
long-ignored invisible embodiment of global fiduciary influences or forces have since been reiterated, refined, and
reinforced by an ever increasingly complex private, state or federal economic existence whose monetary behavior
or senses of uncertainties within fiduciary exchanges are global in scope, since they are now as influential to
global markets amongst themselves as a neighbor's barking dog is to the human behavior of an entire local
community. Today, new global enterprises will be driven by a unilateral plan that will define conservative
objectives from a hemispheric and even universal perspective; that science-based fiduciary planning through
genetically engineering global economies will through explicitly stated, testable assumptions, link on-the-ground
socio-economic management styles to large-scale population goal sets; and that collective management efforts
are to be so focused as to elicit simultaneous population responses at both regional and global scales. Today,
MDR Joint Ventures are being looked to not simply as a forum for leveraging monetary resources but as a vehicle
for delivering ever increasingly complex and comprehensive approaches to the responses of the global business
environment as a whole.

The Business Model Concept and Its Applicability to Joint Ventures: Within the field of global e-commerce,
the development of strategic & tactical business modeling is intended to speak to needs that go beyond those
addressed by the more traditional “business plan”, “strategic plan”, or “annual operations plan.” Business

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modeling technologies are emerging as the vehicle for defining the underlying, otherwise unstated, assumptions
and core beliefs that when articulated explain to audiences of a global community why high-tech intermediary
businesses exists; the value-added services and products through market generation that their monetary forces
seeks to provide; how the existence of their economic behavioral patterns autonomously seek to position itself
within a universal marketplace; and the operational principles and framework upon which its human and capital
resources are arrayed, allocated and paid. M. Diamond Resources Joint Venture is of the view that fundamental
changes are likewise underway in the “business environment” of fiduciary resource production management and
especially so in the field of government revenue generation. More specifically, we believe:

· That the global economic paradigm as a whole is continuously shifting like vast oceans, but that it's economic
perspective as an inherent behavioral quantum singularity within the unknown is predicable and manageable –
from the opportunistic pursuit of the implementation of site-specific innovative technology bases whose benefits
toward scientific-based pursuits is a predicted landscape of monetary sustainability;
· That the global economic paradigm will increasingly require the integration of genetic science and information
management technologies into the full spectrum of fiduciary thought through business modeling technologies –
planning, implementation, monitoring, evaluation, and research; and
· That the successful integration of this new global economic front requires a partnership between the individual,
governments and representative economic forces that can support the continual coordination of it's planning,
implementation, monitoring, evaluation and research that are simply expressed in successful terms.

It is within the ever changing aspects or environment of global economic technology bases that MDR Joint
Venture turn to the concept of building business model technologies in an effort to articulate and refine the core
beliefs and assumptions that have and will underpinned our collective success to date and that can guide our
diverse but like-minded global network in refining and maintaining a partnership infrastructure that will continue to
serve the implementation of our plans within the regions of global economic thought. We are ever inviting
comments and insights aimed at applying and refining our core business-model concept to the vision of an
integrated global perspective of monetary practices that continuously generate communal or government
revenues.

MISSION:
The M. Diamond Resources Joint Venture Mission Statement is a forum in which the private and public
community implements a shared vision of the economic expansion of over 11,500 new technology
markets: The MDR Joint Venture will function not simply as a forum for socioeconomic discussion but as a
vehicle for the coordinated planning, implementation, and evaluation of it's systems technologies in order to
influence global markets through strategic and tactical monetary innovations. While the vision of an integrated
perspective of a global economy is subservient to the mission and authorities of individual organizations, MDR
Joint Venture will act in the context of a collective mission, where each entity within it's network bears a
responsibility for the implementation of conservative fiduciary plans that can be achieved only to the extent that an
overall inclusive mission statement is shared amongst all parties concerned.

PARTNERSHIP SCOPE:
Operational Scope: The operational scope of the MDR Joint Venture is defined by the perpetual needs of a
conservative initiatives goal, “to deliver the full spectrum of systems innovations through globally based,
behaviorally driven, landscape-oriented strategic and tactical partnerships”; and from a series of preemptive
fiduciary principles.” In both scope and vision, these documented policies presume that the MDR Joint Venture
network will seek to integrate the full range of activities that encompass the belief of a conservative enterprise
including, the business modeling of over 45 million business entities from a single autonomous platform, their
macroeconomic planning and microeconomic implementation, their simultaneous influences upon a regional or
global populous and their behavioral monitoring, and evaluation or research.

Biological/Taxonomic Scope: Within the boundaries of a MDR Joint Venture’s conservative efforts and energies
to personalize internet content will be directed the protection, restoration, and management of those successful
monetary principles and their economic habitats encompassed by the idealisms of global free markets; the WIPO;

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and the ethical approaches toward the ideals of privatization. These regional/global plans are together recognized
as encompassing a universal law of observation in a global perspective of economic thought through strategic
and tactical business modeling innovations.

Geographic Scope: Within the administrative boundary of MDR Joint Venturing and its relationship to the
conservative regions of global economic thought during difficult fiscal periods is the very nature behind it's 25 year
R&D profile of managing market uncertainties through genetically engineering global fiduciary free-market
economies. MDR Joint Venture planning, implementation, and evaluation will focus on the four areas of strategic
and tactical management lying within the hidden monetary forces of the known economies. However, the joint
venture in itself is designed to recognize the need to coordinate its objectives and strategies throughout the
known realm of human expectations.

FUNCTIONS AND SERVICES:

The goal of “globally based, genetically driven, market-oriented” high-tech innovative business modeling requires
the Joint Venture to be able to function across state and international boundaries and transcend the jurisdictional
reach and capability of any individual market economy. MDR Joint Ventures will seek to provide through its
collective actions value-added services in the following areas:

· Support national/international fiduciary initiatives by stepping down the broad goals and objectives of national
and international plans to individual-scale population targets, fiduciary objectives, and innovative strategies and to
provide feedback for the development of those plans.
· Support iterative science-based planning and market-level prioritization that focuses economic programs on the
most environmentally sensitive portions of the monetary landscape.
· Development of a partnership infrastructure that enables the full spectrum of the enterprise.
· Coordinated and leveraged delivery of private, state and federal programs targeted at priority fiduciary programs.

OPERATIONAL FRAMEWORK:
The operational emphasis of the MDR Joint Venture to provide the functions and services listed above is through
supporting basic principals of sound foundations, scientific transformation design, and effective delivery. The
manner in which this is achieved requires the MDR Joint Venture to provide support in several categories such as
coordination, planning, implementation, monitoring and research, and communications and outreach. It is further
recognized that the emphasis and degree of support provided by the MDR Joint Venture with local, state and
federal governments will need to be flexible and integrated to assist this network's affiliates in achieving their
goals and those of the MDR Joint Venture.

Genetic Foundation: MDR Joint Ventures establish a universal perspective and scientific rationale for the wide
array of management actions deployed across global economies. The focus is two fold: 1) strategic and tactical
business modeling innovations that links on-the-ground monetary objectives to predicted population responses,
on the basis of explicitly stated, testable assumptions; and 2) the development of monitoring programs and
feedback mechanisms that link management and science in an adaptive learning process. The vastness of our
global perspectives will typically rely upon technical teams such as, Nascent Applied Methods & Endeavors
(NAME) and the A-Square Technology working groups, as well as numerous tech committees. These committees
will consist of interagency personnel with specialized knowledge of population/monetary/high-tech
interrelationships and experience in applying the scientific method to resource planning and analysis as a means
of using accumulated investments in the aerospace industries as measures against inflationary causes. MDRJV
working within the foundation of varied economic approaches toward a global fiduciary sphere will develop and
progressively refine objectives that support population targets derived from regional, national and international
plans or planners.

Conservative Design: MDR Joint Venture will work to improve it's collective capability to:

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· Assess socioeconomic change at the macro and microeconomic scales (focusing on those parameters deemed
most pertinent to sustaining diverse populations).
· Identify the most environmentally sensitive portions of the monetary landscape prone to the observations of a
Unitarian perspective of a global economy.
· Provide real-time policy level support for a conservative delivery of innovative products and services.

Conservative Delivery Mechanism: The MDRJV business model as a whole focuses on effecting on-the-ground
change during times of uncertainty. This involves the coordinated and leveraged application of programs
controlled by MDR Joint Venture partners. The MDRJV model does not call for the Joint Venture to operate as a
funding program, accumulating and dispensing project funds that might otherwise be spent through the
programmatic structure of individual members. Instead, the MDRJV model reflects a core belief that the monetary
programs of its individual partners at all level of the human endeavor should be guided by the scientific bases of
free-market forces, but from a universal perspective of successful points in human history. Socioeconomic
conservative planning that is the key element of the MDR Joint Venture’s value-added functions and services. In
this context, MDR will function as a purveyor of science-based goals and objectives and decision support tools
that can target a broader range of actions to the most environmentally sensitive portions of the global economic
landscape. This model of a conservative monetary delivery mechanism will require that MDR Joint Venture
partners generating government revenues place heavy emphasis on the following actions:

· Ensure that the products of strategic and tactical business modeling design, (e.g., population-based monetary
objectives), are translated into the program-specific goals, objectives, and priorities of various diverse economies,
whose annual operating plans of interagency privatization programs fall in alignment with the idealisms of
predictable global free markets, etc.
· Pursue opportunities for leveraging individual resources through the site-specific project relationships.
· Establish informative product and service delivery programs lying outside the direct operational purview of a
global community with science-based priorities.
· Establish MDRJV objectives throughout the joint venture area. Apportionment by category will be adjusted
annually as the board members deem appropriate.

Coordination: MDRJV staff will work with other federal and state agencies, tribal groups, private organizations,
corporations, and landowners to build and sustain the joint venture partnership. Major activities under this element
include staffing a joint venture office and providing administrative support to the joint venture management board.
MDRJV coordination policies also includes a significant amount of staff time devoted to joint-partnership
development and support through personal visits and phone calls, meeting attendance, general information
sharing, and coordination of funding opportunities. The MDRJV also provides staff and/or funding support to state
and local steering committees that have been organized to develop and implement conservative projects that
contribute to joint venture goals.

Planning: Business model planning allows joint ventures to develop scientific strategies for monetary and
population management. This is accomplished through the development and integration of explicit goals, at
regional and local scales that address the needs and priorities identified in national or international investment or
fiduciary plans. This process will help our strategic managers provide the right fiscal resources, in the right places
and right amounts, for the targeted economic perspective. In addition to business model planning, MDRJV
possess the abilities to engage in operational or business planning to build and maintain organizational health and
productivity. These plans guide the overall direction of the joint venture; provide a logical framework that connects
all the functional elements; articulate responsibilities of MDRJV staff, management board members, and partners;
and establish measures of achievement. Products of this type of planning include mission statements, charters
and bylaws, organizational charts and staffing plans, funding strategies and budgets.

Project Development and Implementation: On-the-ground delivery of monetary programs and projects is the
principal activity of most joint venture partners. Many joint venture projects involve multiple partners who share the
cost of a proposed action, but single agencies, organizations, and individuals also achieve significant results by
redirecting their existing efforts in ways that contribute to MDRJV goals and objectives. The role of the joint

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venture is to focus both new and existing programs on the integrated objectives derived from business model
planning as well as of the single purpose or broadly-defined goals of various available funding sources. A product
of MDRJV partnerships is the replacement of opportunistic pursuits of conflicting monetary gains by design.
MDRJV staff members will assists managers and partner agencies to develop program guidance and project
proposals that help achieve joint venture objectives. MDRJV funds are sometimes used to support project delivery
staff, when those staff members are necessary to orient other funding sources toward the joint venture objectives
and are cost-shared with partners. A basic premise of the joint ventures is that other federal programs and non-
federal partners fund on-the-ground joint venture projects. However, the MDRJV may provide seed money to
encourage partners to participate in new, innovative, or high priority projects that meet certain objectives. MDRJV
funds used are targeted on areas where they will have the greatest benefit, thereby encouraging partners to focus
on these joint venture priorities as well.

Monitoring, Evaluation, and Applied Research: MDRJV activities related to monitoring, evaluation, and
research are focused on the planning assumptions and business models used to develop government joint
venture objectives. MDRJV employ an adaptive management approach to improve its effectiveness by monitoring
and evaluating its actions to increase the understanding of population/socioeconomic relationships and the effects
of monetary management techniques. Monitoring involves measuring or tracking changes over time in the
populations of targeted fiduciary concepts and the ideological features important to them. MDRJV evaluation
techniques compares those changes with the predicted results of project implementation, which in turn leads to
the refinement of economic objectives and delivery techniques. Applied research is used to scientifically test
planning assumptions or management uncertainties in cases where evaluation of management practices alone is
not timely or conclusive. Administrative funds are also used to support data acquisition, macro and
microeconomic surveys, and research projects necessary to conduct accurate and useful assessments of the
MDRJV’s performance. MDRJV's staff will also devote time to tracking various joint venture and partner activities
as required for measuring programmatic performance or preparing timely accomplishment reports.

Communications and Outreach: Internal and external communications help MDRJV partners promote their
activities at the local, regional, and national levels. Internally, the joint venture staff will work to develop a common
understanding of both the concepts and details of the fiduciary design, within the agencies and organizations of
the partnership. This is often accomplished through meetings and workshops, newsletters, and accomplishment
reports. Externally, the joint ventures must build and maintain connections with other public and private entities,
and the public at large to achieve support goals and the actions of MDRJV partners. These links are also vitally
important for the joint ventures to gain public input and as necessary, address emerging issues related to the
monetary activities of the joint venture itself. Examples of outreach products include public exhibits, congressional
field days, youth education activities, brochures, academic forums, festivals, and periodic accomplishment
reports.

PARTNERSHIP INFRASTRUCTURE:
The M. Diamond Resources Joint Venture’s partnership infrastructure consists of a Management Board, Joint
Venture Support Office, and Monetary Steering Committees.

M. Diamond Resources Joint Venture Management Board: The M. Diamond Resources government joint
ventures shall become, upon initiation, overseen and directed by a private, provincial, state, and federal
Management Board. Membership is open to any agency or organization that, by virtue of mission or legislative
authority commits to sharing in the responsibility for implementing national and international monetary plans within
the MDRJV technical regions. Member organizations are expected to commit energy and resources to developing
a shared vision of the MDRJV, and coordinating their otherwise independent actions in the cooperative pursuit
and refinement of that fiduciary vision. Management Board representatives are expected to represent their agency
or organization at an administrative and policy level on matters pertaining to allocating human and financial
resources to the protection, restoration, and management actions required for sustained global free-market
expansionism through innovations, and long-term conservative approaches toward strategic and tactical business
modeling. Member agencies and organizations and their current representatives are expected to recognize that
the commitment of Member agencies/organizations is voluntary and subservient to the overall organizational
mission, authorities, and budgetary capabilities, within those areas where members are expected to participate

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regularly and fully in advancing the goals and objectives of the M. Diamond Resources Joint Venture. Board
members will be expected to attend two Management Board meetings a year; participate in conference calls or ad
hoc working groups; and fulfill other such responsibilities in the course of a year as may be deemed appropriate
by global market forces as a whole. The Management Board is open on an adjunct basis to agencies,
organizations, or individuals whose mission may not lend itself to sharing fully in the broad spectrum of actions
inherent in implementing national and international fiduciary plans but yet have an abiding interest in a joint
commitment of energy and resources on specific areas of mutual concern, such as education, real estate,
sustainable monetary growth, or community-base economic restoration. Within the management board, three
members will be selected to the executive committee on an annual rotational basis. The committee will be made
up of various academic co-chairs and representative monetary issues from both governmental agencies and
private sector organizations. The executive committee will provide guidance as to the joint venture coordination on
non-policy issues that need attention between board meetings.

M. Diamond Joint Venture Support Office: In furthering the purpose and mission of the MDR Joint Venture, the
Management Board will be supported by a full time coordinator, whose work will be guided by the joint venture
management board. The MDR Joint Venture Support Office will operate in the service of the MDR Joint Venture
Management Board, in pursuing all facets of joint venture implementation associated with the partnership
functions and services enumerated above. With sufficient funding and at the discretion of the management board
the support office may include an assistant coordinator, science coordinators, a geographic information system
specialist, and an office administrator.

M. Diamond Resources Joint Venture Local/State/Federal/Global/Universal Steering Committees: These

committees, made up of private, state, federal and global joint venture partners within a universal perspective of
economic thought, identify and prioritize fiduciary protection (securement), enhancement, and restoration needs
or opportunities within their designated areas, and develop recommendations for MDRJV’s Strategic and Tactical
Economic Plans. A major component of the committees’ work is to develop integrated approaches toward
economic expansionism through innovation and to raise support for pertinent monetary initiatives and area
projects. The state steering committees are the principal mechanism for coordination among joint venture partners
at the state level. Smaller ad hoc groups may be convened to coordinate the implementation or planning efforts at
smaller or larger geographic scales. The local, state, federal or global fiduciary steering committees may include
representatives of private organizations, government resource agencies, landowner associations, etc. The
steering committees meet, as determined necessary by their respective committee chairs.

M. Diamond Resources Joint Venture Coordinators: State and Provincial coordinators are responsible for
conducting steering committee meetings, developing and updating joint venture plans, identifying and recruiting
new partners, working with partners to promote partnerships at the project level, identifying funding opportunities
and assisting in the development of proposals. These coordinators may also play a role in helping to develop
broader programmatic and funding support for the joint venture’s activities and representing the partners’
collective interests in various policy forums. Their outreach responsibilities include the dissemination of
information on partnerships, funding opportunities and partner habitat accomplishments, through periodic
newsletters and/or steering committee meeting minutes.

M. Diamond Resources Joint Venture Science Coordinator(s): Science coordinators will develop and
progressively refine the aforementioned “products” of a sound economic foundation. They will work closely with
working groups and technical committees to develop objectives and strategies for all applicable monetary
programs. They will also be the joint venture’s representatives on the MDRJV Science Support Team, which is a
technical advisory group to the Plan committee. They will develop the research needs in support of meeting joint
venture objectives and provide the technical overview of partner proposals, and assist in the prioritization of the
expenditure of discretionary funds. The area of the M. Diamond Joint Ventures differs from most joint venture
areas in that most of it's use is concentrated in innovative approaches toward business modeling technologies
within major socioeconomic plains. These high priority applications of autonomous global economic thought have
been well documented by a myriad of monetary planning processes. Where some joint ventures have undertaken
the responsibility of initial landscape-based fiduciary planning for their geographic economies, the MDR Joint
Venture’s science coordinator’s task is to merge existing and developing plans to a strategic plan that reflects the

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goals and objectives of the joint venture partners as a whole. While the high priority economies are well
documented, the best management strategies for these areas are not as well articulated. Cooperative
management studies will be initiated to refine monetary management techniques and examine critical high-tech
management issues, such as the integration of physics, genetics and socioeconomics management trade-offs.

OUR VISION:
The Network seeks structural changes to state government that provide adequate and stable resources for public
purposes through MDR Joint Ventures, that will allocate those resources to the highest priorities and to evidence-
based solutions, and what will manage public programs to improve efficiency, results and accountability. By
restoring focus, performance and accountability, the Network expects to improve public confidence in state
government and its leaders, as well as improving the economic vitality and quality of life. To achieve this vision,
structural reforms are needed in the following domains:

1. Improved revenue system. Taxes and fees need to evolve to equitably provide reliable and stable revenue,
grow with the economy, and be free of a majority of distorting affects on business or public decisions.
2. Improved budget system. The process for allocating resources needs to be disciplined to focus on clear
priorities, to rely on evidence to fund programs that will achieve results, to create a reserve, to deal responsibly
with revenue windfalls and shortfalls, and to encourage prudent long-term investments.
3. Improved state-local fiscal relationship. The roles and responsibilities among state and local agencies need
to be clarified to ensure authority and accountability, and certain economic thoughts will only need to link the
ability to raise and allocate revenue with the responsibility for achieving results.
4. Improved investment in infrastructure. Government should make strategic investments to improve the
state's economic competitiveness and the quality of life. Investments should encourage innovative and efficient
ways to meet public needs while relying on direct beneficiaries to pay for those investments.
5. Improved public management. Public programs need to improve their productivity and results. This will
require re-engineering how programs are organized and managed, and a much greater reliance on data for
solving problems and measuring outcomes.