While in Egypt and meeting with Phoenix Group on the Hurgada project retired general Siood Omari reached out to Bert to see if he could design a solar system that could power remove sites 24hrs / day off of solar. Bert reached out to the University of Cairo to receive research into the solar insolation for the area to determine the engineering specs to ensure 110% capability for any designed system.  The environment in Egypt is paramount in determining the types of panels that can be used and to determine the energy that can reasonably be anticipated to be harvested using the available panels.  With the average months receiving 100% of days being more clear than cloudy and the worst months receiving on 10% of the days are more cloudy then clear (0.65% to 0.72% clearness rating), the sun is “up” anywhere from 10 to 14 hours per day, solar insolation ranges from 3.84kWh/m2/day to 8.12 kWh/m2/day, and wind speeds rarely exceed sustained speeds of 6 m/s Hurghada is ideal for solar power.   Bert then worked with local engineers in Egypt and collaborated with engineers working similar projects in Qatar, Bahrain, and Iraq as well as product vendors to determine what componentry to use in these systems to design a complete system for a sites that would be able to produce the energy required with the assumption that a 1kW site must ensure that the components of the system can power home appliances consuming all together nearly 1000 watts/hour throughout the day.  Designs were completed for a 1kW, 2kW, 3kW, 4kW, and 5kW site.  The system engineering specs were approved the Ministry of Electricity and Energy and were submitted to the Ministry of Defense.  Then the riots started to take place and all contracts were cancelled.  These plans are still in the possession of Bert and in 2014 Phoenix Group was informed by the MoD that these contract were going to be sourced again with Phoenix Group having first right of refusal.  

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In 2012 Bert Lord was hired by Phoenix Group in Egypt on behalf of Azur Resorts to put together a concept and plan to conserve energy at Azur Resorts Royal and Club Azur properties.  The Royal and Club Azur Energy Conservation Project was started to introduce solar panel projects to the resort and hotel industry in Egypt and to find ways to reduce the amount of energy used.  Bert reached out to Dan Seiler to come with him to Egypt to do a full uncovery on the property.  Arriving in July when the sun is at its peak Bert and Dan were able to observe the resort during its time of greatest energy output.  Bert and Dan were able to review all of the engineering logs to see the peak and valley of energy consumption during the day and during the year.  No data was available for each component but energy usage per block was able to be obtained.  It was found that there were many sources of energy consumption for a variety of reasons.  The chillers were the primary source of energy consumption with the kitchen and refrigeration units being the second largest source of energy consumption.  Water purification reverse osmosis system, water treatment plant, steam for laundry, and lighting made up the majority of the remaining usage of electricity with standard electronics and auxiliary uses taking up what was left.  The power source came from two supplies with civil power providing the majority when it was turned on and any excess requirements during the time power was provided from civil sources or 100% of the power when civil sources were not available was provided by a bank of six diesel generators.  During the walk through there were many places identified to become dual use capabilities where heat generated would be able to be tied into a heat sink and provide heat to a requirement (i.e. the exhaust from the generators could preheat water going into the steam generator for laundry uses).  The facility also had ample space for placement of PV panels with flat roof tops, parking areas, fence lines, and a large open field across from the entry gate of the resort.  There were 16w halogen light bulbs in the entry way and throughout the general areas that could easily be replaced with LED lights with 1/4th the energy consumption.  The chillers were very old and needed to be replaced but would also benefit from a pre-mister being installed on the coil to increase heat exchange across the coil.  The many refrigeration units could be combined into a single unit that would run on variable speed pumps and only provide the cooling capability required.  The system that was designed would consist of: 1) a series of rooftop mounted solar panels that tie into the distribution panels and provides electricity for the entire site where the combined systems will produce 1.11 MWh of electricity during the day, and save the customer 2,489MWh of electricity costs each year; 2) installing pre-mister systems for the existing air cooled chiller system that will save the customer at least 1,642MWh per year; and replacing existing 16watt halogen light bulbs with 3watt LED lights that will save the customer at least 67MWh per year.  The total energy savings for these projects is 4,199MWh per year.  Total cost of these projects is $3.2 Million USD with an estimated project payback by year five.

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Case Study: Thailand 50MW Solar Power Projects, 2012

In April of 2012 Bert was invited to Thailand by Bobby Chalandanna through Optimus Energy Company on behalf of Princess Siridhorn of Thailand.  Bobby requested the assistance of Bert to develop the specifics of a project to to take over 8-Power Purchase Agreements (PPA) given by the Provincial Electric Authority (PEA) to build VSPP solar power sites with a combined total of 50 MW with no site being larger than 8MW.  These PPA are owned by entities that do not have the capital to build the sites.  The PPA for these sites has a combination of added incentives for 6.5 baht for 10 years.  The project plan was to construct 6 x 6MW sites and 2 x 7MW sites.  Each site is planned to take six months from receipt of funding to complete and can be done concurrently.  The cost of constructing and operating a site for 18 months for a 6MW site is $19 Million and for a 7MW site is $22 Million.  Bert and Bobby put their plan together and made arrangements to meet with the civil authority in charge of the regulation of power purchase agreements.  Through negotiations with the authorities and in compliance with the current energy law government renewable energy the government offered a 6.5baht/kWh (~$0.22/kWh) added incentive above the national buying price for 10 years. In 2012 the national buying price of power in Thailand averages 3.45baht/kwh (~$0.12/kwh) including the Fuel Incentive (Ft) so the total purchase price averages 9.95baht/kWh.  The Ft only increases as fuel prices increase causing the overall price for power to increase. Thailand averages 5.8 hours of sunlight per day and we engineer the plant to run at 115% efficiency to cover the power used to run the motor to turn the panels to receive the most direct rays of the sun.  Through calculations taking worst case scenarios averaged out over the past 20 years with consideration of solar insolation it was determined that each site would pay back the initial investment of construction in five years with the adder and in 12 years without the adder.  Financing had to come through low interest loans as outside investment capital return requirements would not allow the site to be profitable until year 22 and system componentry would only last for 25 years at maximum capacity.  At this point the chief investor pulled out of funding the research.  Optimus Energy was able to take to research and approach a local bank in Thailand who was able to provide the loan to purchase 3 the 8 power purchase agreements and start construction on those 3 sites.  In 2013 when Bert returned to Thailand construction on the sites has commenced. The sites were completed in August of 2013 and are reported to be operating as engineered with maximum power being provided to the government purchase at all times.  The government is purchasing all power consumed even in excess of the power purchase agreement.  

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Bert was hired by a the U.S. Defense Contractor as the Director of Programs and was first tasked with helping to put the prime U.S. Defense Contractor PMSA Inventory Audit contract on track.  This contract was to provide 170 inventory auditors to the prime U.S. Defense Contractor to complete a DCMA Type audit on all government property management offices in Afghanistan working on the LOGCAP contract.  The issue was that this type of contract had never been put together by the prime U.S. Defense Contractor and they were working out the issues.  Bert was sent to the prime U.S. Defense Contractor’s deployment center and asked to work directly with senior management and on the ground staff personnel to put a process in place that could be duplicated for each new employee.  Using similar tactics as before Bert interviewed all of the stake-holders and put together a requirements list and then developed a step by step process that front loaded the steps that kicked people out of the process and back loaded the items with the highest cost. The recruiters and processing departments at the subk U.S. Defense Contractor were then given a clear process with details of requirements and recommended personnel traits to put into the system.  It was also determined at the time that the payment method agreed to was not the best for the new system so Bert negotiated with the prime U.S. Defense Contractor to modify the contract resulting in the subk U.S. Defense Contractor being able to increase the profitability of the contract significantly. 

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In 2010 Bert Lord created Salty Dog Enterprises, LLC with a DBA as Mobile Oil Pitstop to work in coordination with Mobile Oil Pitstop in Columbus, Ohio.  The Mobile Oil Pitstop franchise was designed to provide on-site oil changes and basic care preventative maintenance services.  The team in Columbus Ohio would take trucks and trailers loaded with supplies and travel from their base in Columbus, Ohio to a diverse scattering of clients ranging from Chicago, Illinois WEST, Portsmouth Maine EAST, and North Carolina SOUTH.  This wide swatch of territory did lead to a lot of customers but the travel time between each location, paying technician to stay overnight, and requirement to load the trucks with such large amount of diverse filters led to the company not turning a profit.  Bert came into this quagmire and began to collect the data that the owners never collected.  Upon review of all expenses and the returns for the services completed Bert was able to put together a system that would allow the coverage of the same swatch but with increased efficiencies and understanding the costs to establish a representative pricing scheme.  Instead of putting all supplies into a single location Bert was able to negotiate with the parts vendor to give a national account that allowed the units to be supplied by all warehouses across the United States on the same account with the same discount.  Relationships were developed with multiple clean oil vendors and dirty oil and filter receivers.  Arrangements were made for the oil receivers to pay Mobile Oil Pitstop for the used oil and would take the filters for free.  Shipping containers were converted into field storage units with built in racks to store all required oil, air, hydraulic, and other filters, grease, tools, and other consumables plus outside connections with EPA required spill protection for 1,000 gallon oil tanks for 10W30 and 5W40 oil and a single 2,000 gallon tank for waste oil.  These field storage units were placed on loading yards with locked gates and fencing where service trailers were stored.  Technicians were required to drive their own trucks that were capable of pulling the service wagon.  For cities there were specialty trucks designed to fit into tight spaces and carry all required service items on board. Customers were given a rating based upon how far away they were from a field storage unit.  For each new area a technician was first hired as an on call technician and was trained to be able to develop additions business in each region.  The focus was to develop as much business right around the field storage unit as possible and then build out from the unit. Each customer was charged an arrival fee based upon the costs associated with a service vehicle driving to that location from a field storage unit. This was the costs are always covered.  On location there is a pricing schedule that is based upon known costs for types of vehicles. Built into the pricing system is the known quantity of fluid (oil, hydraulic …) in the car and the cost of the filter. The mechanic just has to put in the vehicle type and the minimum and maximum pricing is revealed to the sales person.  The minimum number is the cost that the company will charge for the service item.  The sales person will then negotiate the price up from that minimum amount to facilitate their profit for completing the maintenance item.  The maximum price was built in to ensure that the company does not obtain a reputation for price gouging. Automated systems were designed for each field storage unit with UID tags on all items and a running inventory maintained electronically.  This way when stock would drop to a certain level an order would be placed with the vendors who would bring the items to the field storage unit and update the system with the new stock.  As items were removed from stock the service technical would update the record to show these items were removed from storage and placed on a specific truck or trailer.  As each item was used it was assigned in the system for the specific customer and there was a capability to tag each care.  Some customers allows the installation of an UID and when they did not the license plate two letter state ID and license plate number was used.  For items that did not have a license plate other forms of identification was used and a note made in the customers record.  A traveling supervisor was assigned to go to each field storage unit and conduct an inventory to see if actual inventory matched record inventory on a monthly basis.  It was recommended that this inventory was conducted more often on new sites.  Implementation of this system showed the owners exactly how much money they were losing with the prices they were charging and the decision was made to close down the operation and declare bankruptcy.  

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Civilians in Military Helicopter

Last week’s article was on process mapping and I wanted to keep discussing this vital tool.  When Bertwin Lord Consulting was working with the corporate office of a government contractor the request was made to also provide mapping services to their global field operations. This started a wonderful four weak journey that had me visiting 97 sites in 12 countries of which three were active war zones where the only way to get to the sites was by military helicopter. 

Once on site we needed to conduct interviews with spoke and hub staff members where the crews in the field deal with the customer on not just a day to day but a minute to minute basis with reporting also being required to corporate management.  The process to capture the information to develop the process map is similar but with new issues based upon the employees being always working on money making ventures for the company and their far flung locations.  It is hard to find a company that will go to the extremes like Bertwin Lord Consulting but we find it is where we find that amazing part of our customer. 

Process Mapping for Field Operations

Each customer at each site had different requirements and it was much harder to put together a single procedure for a work item that could be duplicated in whole at the next site.  The requirements were different depending on who was receiving the work item (the customer).  By communicating with the customer at each site some of the work items were able to be made more uniform but there would always be some deviations. 

With my own programs I visited each customer on a routine basis and this allowed me to have a better understanding of each customer’s individual situation and it also allowed me to address situations before they become issues. 

With this experience and seeing these field operations firsthand it was apparent that instituting an emphasis on site visits would be required for field operations. 

At this stage it became extremely important to create customer profiles, communication plans, and visit schedules. 

As the customer would change out their managers each year (or sometimes quicker) it was very important to keep continuous communications a key in the management ethos.

The local manager would create a customer profile and became an official document. The customer profile was a running log maintained in the customer binder to show what issues there were in the past, what former customer managers wanted, what were hot button issues with the customers, and if there were any deviations in their expectations for reports or other work items. We would add personal data into these customer profiles for points of contact to ensure we remembered birthdays, personnel and company anniversaries, information about spouse and children, and whatever other information any of us would collect in our personal interactions with the customer.   This would give any new manager or visiting manager the capability to be nearly as well versed as the seasoned manager when conversing with the customer.

By creating the desktop manuals for all tasks we were able to transfer tasks off site and completed in the same manner as someone who was on site would be able to complete.  Any modification to the procedure would be updated in the desk top manual and the individual completing the work item would be notified the modification in the procedure.

 This allowed us to focus our field staff on the important task of customer interaction and reduced the number of total field personnel reducing our overhead costs and the risk associated with personnel located in dangerous zones.

Efficiency also increased as work items were completed faster leading to a decrease in the complaints from field staff and an overall increase in employee morale as based upon the quarterly satisfaction survey completed by the employee during their quarterly review.

Together we can use Elucidation Engineering to bring clarity to your company.  Reach out to Bertwin Lord Consulting and for a business consultation session and let’s Be The Verb!!

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Shake Shake Shake the Magic Box

around the world copy gift_magic_box

Many farming communities have a folk tale about a farmer who receives a magic box from gypsy woman and is told to shake one grain of sand into each corner of his land every morning. This magical act brings prosperity to the farm. In the end the gypsy reveals that there was not magic in the box or in the sand but that the “magic” came from him walking around his land and seeing the things that needed to be fixed and his employees seeing him.  

The story is about management by walking around (MBWA) and is a cornerstone of every manager run company.  I have so many stories in the years that I have been consulting with businesses that the solution often had something to do with MBWA. 

As a specific example, I worked for a company that request I grow their smallest division from 23 positions hired to fill government requirements.  So I told them they needed to send me on a tour of every location where they had employees embedded with government agencies.  When I started making this trips it was amazing to discover how many of the customers mentioned that this was the first time they had ever been visited by an executive from any company who had ever held that contract. 

When meeting with the customer I discussed their concerns face to face and worked with the customer and the local staff to develop solutions.  The situations were easy and mostly had to deal with a description of what the customer could use the local staff for and providing explanations of the contract.

 While working with each customer many of them expressed that they would like to have more staff members working at their location and several of their peers would also like staff members but they did not have any understanding of how to make that request through their own chain of command. 

Upon completion of the tour the issue of more staff was taken back to the customer’s contracting officer to discuss what could be done.  After a long meeting with the Contracting Officer and the Program Manager for the government contract, a procedure was adapted for how units in the field could request additional staff.

 Armed with this information I was able to convince the company to send him on another trip and meet directly with the customers in the field.  Through these quarterly trips and walking the customer in the field through the process I was able to increase the number of supplied staff to the customer in the field from 23 to 1,432 staff working in 12 countries. 

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Mapping the Accessions Process

After working with several companies in Iraq I was offered a job with a U.S. government contractor in Washington, DC.  I was offered the position of Operations Manager for the Special Programs Division.

Special Programs was in charge of providing linguists to several special units within the US Military. Upon my arrival there were initial requirements was for 23 people in 7 countries but only 9 people working on all contracts. Immediately it was identified that there was not enough people being brought into the pipeline to meet the customers demand.

To try and find out why, I took the next two weeks and interviewed each of the personnel involved in the sourcing, recruiting, vetting, processing, and hiring process to get a complete picture of exactly what was required by the government and by the company to bring on a new employee.  When I first started asking those questions many people were very hesitant and even furious that someone was digging into what they were doing.  Through personal engagement, using directions from directors, and through multi-tiered approached we were able to get the information required.  I then was able to take what I learned and put together a full step by step procedure.  At that point I worked with the staff completing the action to collect metrics on where people were being terminated from the process and where there were natural backlogs.  Once we had the process documented fully and through the process of collecting metrics I was able to have daily discussion with the staff completing each step and was able to put their suggestions for modifications before the senior leadership for consideration.

Upon final review of all information collected and speaking with senior management we were able to determine that the process had many points where a cost was incurred by the company to process an employee only to have them kicked out of the process for not being able to pass a certain requirement.

Capturing the metrics to see how many people were kicked out at each step we were able to reengineer the process to ensure the parts with the highest attrition and cheapest price were completed first so the follow-on parts of the process were not bogged down by those who would not be able to complete the process.

Taking these steps the process was refined to allow a greater number of people to complete the process in a shorter amount of time and to continually track the process to be able to make future changes based upon staffing requirements and costs to the company.

The refining of this process also enabled me to fill all of the 23 positions that he was contracted to fill and also gave me the confidence to grow my part of the company and knowing that we would be able to fill all the positions I could bring on.

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By Serving Those Who Need It Most

During my time with Viable Villages in Iraq I was able to work with many of the Non-Governmental-Organizations (NGO) and I discovered that many of the NGOs were serving the same group of people while others were not receiving any help at all. As the majority of NGO in the entire world are Christian organizations and there is a concentration on children and women in the Christian and non-Christian organizations.  So, if you were a non-Christian male non child then you were pretty much on your own. 

Through my involvement, I learned that USAID and the UNHCR was having a conference for all NGOs that were operating in the region and as I was currently running the NGO, Viable Villages, I was invited.  At the meeting it was evident that USAID and UNHCR representatives in the region did not have any type of understanding of management practices and they were allowing all of the NGOs to run completely on their own accord without any central guidance. 

Some of us asked the Chief of Mission for the United Nations if we could put together a needs statement from the Kurdistan Regional Government and the Nineveh and Kirkuk governates and then have a central authority assign the needs to an NGO to ensure that all needs were being met.  The Chief of Mission had no interest in this whatsoever until we let her know that there would be no work on her part and all she needed to do was approved the request and give us a letter of support.

Many of the NGOs were already using our services to go to the different villages as we had the best relationships, intelligence, and security for moving throughout Iraq so it was quickly decided that we would manage the central authority. 

To effect the central authority commendably I needed to visit all of the different governates and got permission for my team and I to travel to all the villages to conduct needs assessments.  We had already developed a methodology to travel to all villages in a safe manner throughout the country.  With our new mandate we visited 342 villages in the northern Iraqi region. 

Upon completion of the survey a needs assessment was developed that included all peoples and the 8 refugee camps.  The needs were broken down into food, medical care, housing/shelter, clean water, schools, clothing, and specialty care. 

Next we met with the country managers for each of the NGOs reported to be working in Iraq.  Interestingly enough many of these meetings took place in Jordan or Turkey and not in Iraq because even though NGO were accepting money for working in Iraq they did not have any people in Iraq. 

For all of the NGOs we were able to assign them to a need either through direct staff involvement or just the donation of money to another entity that would be able to address the need. 

After this program was established I was able to turn everything over to the Kurdistan Regional Government who took over the management of the NGO activities in Northern Iraq. In 2010, 2012, and 2014 I was able to travel back to Kurdistan and see that this program was still in effect. 

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Developing Iraq’s Viable Villages

During the years Iraq was ruled by Saddam Hussein he conducted a campaign of Urbanification of northern Iraqi Kurdistan.  This process forced the people to move out of the villages of Iraq to the cities where Saddam’s security forces could keep a close eye on the population.  This process forced people who had only lived in a village to now adapt to the requirements of living in a city.  The resultant mixture of cultures led to a cacophony of hygienic and systematic problems that led to the medical degeneration of a whole class of people.  Burning trash that was comprised mostly of plastics, treating open sewers as running streams, and compact housing with cooking fires and open sewage pits led to many diseases and other medical issues.  Coming into this situation I studied the water, soil, flora, and fauna in the region and found extremely high levels of contaminates in the water like cholera and other parasites, plastics in the glands of animals and humans, cognitive heart defects in infants, albinism, and a plethora of other medical and social issues. 

These issues were not just seen in Iraq but all across the world where a rural population was forced to move to an urban setting, their historic villages no longer being a viable option for dwelling. 

As a result of these studies I looked for an NGO that was dedicated to restoring the historic villages of the world and working to get people to move back to the villages.  In my search I was not able to find one so I founded Viable Villages. 

Viable Villages is dedicated to improving conditions in even the smallest of villages. This project aspires to produce self-sufficient, sustainable micro-societies through a broad range of initiatives touching on nearly every aspect of life in these scenic historic villages. Using creative modern solutions such as solar power and energy efficient design concepts to encourage conservation while implementing groundbreaking new industries to foster economic sustainability.

Three target villages were chosen in the Dohuk Governate in Northern Iraq near the Turkish border.  Each village had their own qualities. 

Village #1 was located on a hill that led down to a large river.  The village itself had a natural spring that was shut down by Saddam’s troops by inserting dynamite and blowing the natural well closed.  We designed a special drill that would follow the old hole for the well and when it got to the spot where the dynamite was detonated it would drill straight through the deformed soil until it would reach the following seam.  Using this method we were able to open the natural spring.  Apple orchards were planted on the hills to provide shade for the goat population and small ponds were dug in a cascading fashion to develop a fish pond where water was cycled from the pond to fertilize the apple trees while fresh water was cycled back into the pond.  The river itself was directed into a series of tubes with inline hydro turbines that generated enough electricity for the entire village.  In the school a video conference setup was donated by the University of Texas. USAID with RTI developed online training curriculum for the students that would assist them in learning the basics plus would allow them to take specialized courses to meet the needs of the village.  Courses in emergency and preventative medical care were offered as well as new technologies for fish farms, orchard care, and they eventually built greenhouses that they tied into their fish ponds with sand and work filtration systems for soil based aquaponics.

 Village #2 was located in the mountains near a river but with well establish drilled wells providing their water supply.  The village’s only source of local income was tree farms.  The trees took seven years to grow and the village had seven fields of trees in each stage of growth.  The trees were watered using flood irrigation.  Coming into this village the first mission was to build a clinic and a school as these had been destroyed by Saddam’s troops and thus no children lived in the village.  Upon construction of the school, families started to return to the village.  Goats were reintroduced to the village through a grant from USAID and Doste Gunda assisted in building greenhouses and fish ponds to work together in an aquaponic system that provided adequate food stock for the entire village.  The trees still provided the outside income for the village and a vineyard was planted on the mountainside and plans for a winery were developed. 

Village #3 was located at the base of the mountain without a river or steam in the near vicinity.  The first requirement was to drill for water and establish water wells.  Once that was completed a piping system was put in place to provide water to each house within the village.  At the same time a septic system was developed using a drain field methodology that worked perfectly with the limestone underneath the village.  Sand, pebble, and stone were layered to ensure the leachate field provided enough filtration to ensure ground water was not contaminated.  Tests run from 2008 to 2014 have shown the ground water to not be contaminated.  The village already had a substantial goat and sheep population as this was the primary source of income for the village.  A school was developed with a video conferencing distance learning application and connections provided to Baghdad, Jordan, Kuwait, and Qatar schools.  A covered growing area was developed with spot coolers to provide cooling and moisture during the summer and to provide moisture and heat during the winter.  These covered growing areas were able to provide for the majority of the fresh vegetables and fruits required for the village. 

Each of the three villages were also provided with various items to provide for alternate forms of income.  Weaving racks were provided by the Chaldean Christian Association along with training so villagers could make rugs.  Materials and training were provided by the Woman’s Training Association so women could make purses, scarves, and jewelry for sale on the international market. Training was provided by Shinar Group in the trades so repairs and future construction could be completed by the villagers and tools were donated by a variety of organizations.

Moving forward with Viable Villages will take a lot of effort as I have found the Urbanification is not only a goal of Saddam Hussain but also the goal of many of the funding agencies in the world.  Their support of villages is only to give them food and water and thus eliminate their need to learn how to survive and to put all of the real money into urban areas.  Through the donations of some high net worth individuals we have been able to help some villages.  Our technology and research has also led to advances in off-grid living and we have received some funding from people who want to learn to live completely off the grid but not be separated from society. 

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