There are more than 1 million cars in the world today. By 2015, they could be up to 4 billion. What we do with them all . Where will they go . And as people get richer in brazil, russia, china, they want the trappings of success and for many, that includes a car. What can we do about it . And can the car itself become a tool for cutting congestion and pollution . How about a car that could fold . P and use less space how about the fastest electric car youve ever seen . This is mumbai, the bustling commercial capital of india. It is fast growing and a symbol of the countrys economic success. But it has a problem, or rather, about 1. 8 million problems. That is how many cars and vehicles are on the road here. There is not enough to go around. That is one of the most congested cities in the world. They tried other solutions, including public transport. But it is behind schedule, over budget, and not nearly finished. And the monorail, also behind schedule and over budget and not nearly fin
Info memo. You have had a lot of material. I think what i will do is focus on the disposition plans and then get, allow for more time for questions and comments. This again today is not everything that is going to be in the disposition plan. What im going over quickly with you today is the ones that is a subset. Its just the ones that were either to be determined for the workshop or unclear disposition plan. Thats the focus of this one today. So just quickly im just going over one quick brief slide about what basically our alternatives under the dissolution law and you can see here the property that im focusing today are the parcels and the Shipyard Parcels and the Shipyard Community parcels and the Mission Bay Park parcels and the yerba buena gardens and well go through timeline because we are in the homestretch of this plan. So just briefly just to review what the alternatives are the 1st that we can retain. If we have an asset that has a governmental purpose of some sort, then in th
Answer it in two parts. The two takeaways are the terms. Ncertainty and inflexibility uncertainty is the budget environment we are in right now. Not knowingnty of when we are going to have a budget or with the budget is going to be. As a navy, we are asked to with capablence ships to do our nations is this. To do that, we have to plan. We have to plan a strategy, a budget. Aviation andan for ship depot maintenance. We have to train our people and we have to have a plan for that. We also have to have a maintenance schedule. With the uncertainty, it is comes toid, when it the planning. With the inflexibility that we budget environment now, we haveht already seen what happens in 2013 and when we look at 2014, the combination of a continuing resolution and a sequester will impact our training. Its going to reduce the number carriers that we can effectively train. Had two carrier rings then had to go to reduce training. In 14, its going to be more than twice. Half of our carrier air wings w
Let me start. I will ask admiral myers and general myers the admiral in general to step in. The data that you just described in terms of cost reflects the positive trend that the program is on in terms of driving down we enter the as inservice portion of the program, greater feasibility to the operating and support costs that we are able to attack and were seeing projections come down in that regard and it is all good. The ioc dates set by the Service Chiefs earlier this year that reported to congress, those dates were set with a clear understanding of the requirements and capabilities and what they would need to be as well asthem realistic schedules to go along with them. Both the marine corps and the navy received dates in the 2015 3ft and then 2018 with lots capabilities. With thetand capability will deliver and equally, and more important, maintaining the path that goes beyond the initial capabilities to the continued development of the program. Effort on after great the part of th