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									       Fiat Placement Memorandum prepared by
         David Swanson and Vinod Doddamani

The principals are asking for $100,000,000 funding for the principals to develop and roll
out the project. The principals will spend at least 80% of Gross Revenues on continuing
operations for this humanitarian project.
Smart Tram, a proposed Nevada Limited Liability Company will be formed to ease
congested traffic and provide a solution to the current Traffic challenges Las Vegas,
Nevada, New Orleans Louisiana, and Miami Florida faces now. The Las Vegas location
would also serve as a prototype for Los Angeles, CA. ―Smart‖ transit application has
been developed to operate, in a few locations, such as in Morgantown, West Virginia, in
Irving, Texas (near Dallas), in Miami and Jacksonville, Florida, and in Detroit, Michigan,
as rail systems, and some other forms of rapid transit, but none have yet been applied to
cable cars; trams operating by moving cable. They will develop the ―Smart‖ Tram
application to operate in many locations and markets with targeted States and areas of
opportunity facing these same problems. This project clearly depicts a solution with an
―Environmentally Friendly‖ approach for this type of problem. The principals have
chosen Las Vegas, Nevada, first to serve as a prototype model for a National Franchise
Platform approach to resolve the challenging demands, hazards and conditions congested
areas cause to the public and to the environment. They chose Las Vegas because of its
dense population and dense traffic in this small geographical region, and its environs
(surroundings) is open country (very little population), allowing for space or room to
build a cable car tram system where there are no buildings or property as starting points.
They chose New Orleans, Louisiana because of its great need for reconstruction of the
community whereas they chose Miami, Florida for its dense population. There are other
towns or cities in the United States that bear some similarity to this type of prototype, and
other major cities whose governments may be willing to work with us in developing this
tram system and smart technology in their cities in spite of having populous surroundings
of their cities. They chose the tram cable car system as the means of alternative
transportation because it requires the least amount of infrastructure development for the
same gain in traffic release. The Smart Technology is designed to enable the cable car to
switch from the main cable highway onto a tributary cable system, and eventually to an
off ramp destination cable system by the push of a button, or an alternative manual
signaling at the desired point of juncture. The push button technology would enable the
user to press the button at the time they enter the cable car to indicate their desired
destination. Details of this will be listed at ―Description of the Business‖ and perhaps in
―Operations…‖ page of this Memorandum. The company is open to suggestions from
the funding source for considering any other city or town as a prototype for this tram
cable car system. They plan to have engineers design Smart Tram to provide a safe,
healthy, convenient viable new solution to all its consumers and their cities, including the
poor in this community who cannot themselves afford other means of transportation to
and from work, shopping, the bank, etc. It is an incredible tool for people to maximize
their time schedules, organize, and fulfill their lives with versatility, and convenience
while experiencing a magnificent ride with panoramic views, right at their own leisure.
While in transition, the consumer now can experience convenience at its best. Smart
Tram is sure to meet the needs of all who use it as a means of transportation or simply
just for pleasure. The benefits of using Smart Tram are numerous for the public Transit
System challenges this city faces and all who either live or simply visit Las Vegas,
An exciting array of features for those who utilize this Smart Tram will make it easy to
use for all consumers. The City will benefit tremendously as the Smart Tram will
enhance the current systems of transportation in place now providing immediate solutions
and creating revenue for all its participants thereby solving and improving conditions
imposed on the public in their daily lives. Smart Tram will feature an additional interest
item that we think we will call ‗THE BUTTERFLY THEME Park‘. This Theme Park
will further draw the community as an instrumental part of Smart Tram attraction key
point. This theme park development will be for entertainment purposes, targeting the
public, children, their families and their friends thereby bringing in an inflow of public
again, and again. This happy place will have a picturesque, colorful and beautiful
environment during the day and a spectacular display of lights at night. It will feature
sounds of the forests for an exciting thrill day or night, a Ferris Wheel, Joyride Splash
Ride, Electric Bumper cars, Concession Stands, and a carousel at a side entrance of the
tram, is sure to keep little ones and parents pleased either while awaiting the Tram or
simply enjoying the park. A small golf course in the park, the company‘s suspended Full
Panoramic View Tower Restaurant to compliment the Tram and the City Lights will
delight visitors, create Romance and provide Sophistication while featuring a moderately
priced Gourmet Multi-Cultural Grill Menu. A set of scheduled shows for Evening
Dining, key Focal Point features and characters will create a pleasing venue affair with a
―Tropical Flare‖ environment to please everyone. An Information Booth with friendly
attendants will accommodate a Media Large Screen above to assist with schedules and
safety tips, and Theme Park News, while consumers make purchases for tickets, special
Smart card VIP refillable passes, and credit card withdrawals. The company will place
Token Machines in strategic locations for children‘s games.
In New Orleans, Louisiana - This project takes on a very different angle. The company
will consider some restaurants, but instead of a theme park, the company will focus on
assisting in rebuilding hospitals, government buildings, banks, and housing in Safe areas
while building the Smart Tram to pass through these places of destination. Since New
Orleans will need reconstruction, it is possible to use the trams as the replacement form
of transportation for much of New Orleans. The destination points will be places of
work, and proposed places of work, places of commerce, churches, and key residential
points of stopping.

The Tram itself will operate with easy access to various routes engaging the public with
large Entertainment Screens for access to news, video, music, safety monitors, cameras,
and key point destinations for the matrix computer. The company will provide the diverse
public and all their fitting criteria with a stimulus broad spectrum of entertainment while
in the park or while using Smart Tram. It will be a friendly, sensible, easy, and economic
means of transportation and fun for everyone. Smart Tram is the solution for reducing the
problem of pollution, traffic congestion, and frustrating delays, which clearly affect the
population in Las Vegas and many other cities. It will also be a great time saver for the
poor in the community who otherwise would have to walk to bus stops or from bus stops,
wait for the bus and get only to an approximate destination. The company will design the
tram system to reduce the time significantly it takes to get to work or to the store. The
company even intends it to be a viable alternative to the automobile in the town. The
tram will service destinations to banks, shopping centers, office buildings, and densely
visited places. All their employees and consumers will benefit a great deal while utilizing
the Easy access Off Ramps provided by Smart Tram. This smart tram will be the solution
to resolve their easy inflow and outflow access of all traffic while providing a safe
panoramic transition from their main destination to their establishments. The Fortune
500 and Fortune 1000 companies will benefit from bulk purchase tickets and Smart Tram
card passes in advance for their employees, customers, clients, V.I.P.‘s, and repeat
visitors allowing businesses to flourish more freely.
By providing various methods and programs of convenience to purchase from
Smart Tram, everyone will be eager and excited to use the system. Implementing
solutions while simplifying their lives, on a regular basis the company feel Smart Tram
will enhance productivity and increase revenues for the city in all facets of industry.
While operating 24/7 each moving Gondola will illuminate the sky and provide an LED
display of key advertising for additional revenues from all businesses who advertise with
us, such as grocery stores, restaurants, banks, service companies, movie theaters, etc,
while captivating all of Las Vegas with all its majestic beauty, full view, convenience and
its innovative approach. Through the company's marketing infrastructure, easy access to
Ticket Sales and discounts for Conglomerates at the Theme Park will be provided for
frequent users, via internet sales, on site and other affiliates, or at other business
locations. The company‘s marketing structure will reward repeat customers to the Tram
and Theme Park, creating a matrix of continual income streams for the Tram
NETWORK. The Tram Network consists of a Membership association for all Businesses
who can benefit from accessibility avenues to meet the demands of their business and
maximize revenues. On-site staff will issue program platforms to members to identify
their needs and the company will create a system for them with a specific pin number for
specific criteria and special access to Smart Tram.
Quality assurance Departments will be in place to monitor activity for accountability,
Client satisfaction and Customer Relations.
The tram itself is a gondola on cables, designed to reach a designated destination selected
by those who ride the tram at a push of a button. Smart Tram will operate in the sky via
cables with an innovative computerized approach, backed by a Matrix safety system that
will accommodate programmed destinations, and recognize command destination points.
A simple method in place to avoid traffic on the tram will ensure additional functional
safety measures; the company will program each tramcar to latch onto both cables at the
desired tributary highway & main highway junctures. At each such juncture, the system
will move the gondola onto the tributary highway to the designated destination by letting
go of the main highway cable but still remaining attached to the tributary highway cable.
The tributary highway will then pass by destination off ramp cables. The desired
destination off ramp cable will be the only cable that the tramcar will latch onto
simultaneously with the tributary highway cable and then switch to holding only the
destination off ramp cable. It will then circle or curve to its destination and let go of the
cable when safely at its destination. That destination is also the point of entry as well as
exit. The tramcar will then optionally remain stored at that location using a patented
parking solution device (if need be) to store several cable cars without having to build out
infrastructure. These cable cars would remain stored until someone selects a cable car,
or each cable car can travel empty. When all the people that decide to choose the same
cable car are ready, the gondola will simply get onto the On-ramp to get onto the main
gondola highway. The tramcar will hold onto both the departure onramp and the
tributary highway, and then switch to the tributary highway. Afterwards, it will switch to
the main highway. In addition, each Gondola will have billboard signs upon it, to
advertise among other things, the theme park, the casinos, the balloon and air shows,
advertisements from grocery stores, restaurants, car dealerships, the government transit
authorities, politicians, banks, hospitals, health care industry, nutrition markets, etc, while
providing a solution to the congestive traffic. It will also provide a 360-degree view of
Las Vegas, New Orleans, and/or Miami from a 360-degree camera installed at the bottom
of each gondola. Each gondola will have this screen inside the gondola, for additional
entertainment, for advertisement, and safety rules. The 360-degree digital cameras will
send signals to the main screen located at the base of the tram. The people at ground level
who are waiting to get onto the gondola can experience this same 360-degree view. This
360-degree camera will also serve as disaster preparedness and safety by sending signals
to the various screens inside the public safety building right in the company‘s theme park,
to monitor each gondola and its safety. LED displays are one of the beauties of this
project. lights will be shining on each gondola at night, powered by solar energy stored
up during the day. another key factor is that the City of Las Vegas will benefit from 5%
of the Net revenue from these gondola‘s which will be dedicated to other philanthropic
causes through a Non-profit organization to rehabilitate, re-train, re-employ and house
homeless families. The company will return 80% of the gross revenues to the company
to continue its humanitarian operations of running the Gondola, expanding the Gondola
system to connect the poor sections of the community to places of work, training in work,
and rehabilitation. The company will use this to expand the tram project to provide
additional destination, tributary and main highway cable paths as well as additional cable
   Rehabilitation programs will include drug & alcohol rehabilitation and for all others
with special needs who need to participate in this free program.

The purpose of this is to finance developments and initial operations of the Smart Tram
and all its necessary components to maximize revenues of project potential.
After this Company has received these proceeds, it will utilize 80-90% of the revenues
that it generates for continued operations of the Tram Network for the public, especially
the poor, while the remaining 10-20% will be determined as to best use, and provide for
salaries for principals, key personnel, and employees.

No person has been authorized to give any information or make any representations
other than those contained in this Memorandum and, if given or made, you must not rely
on such information or representations as having been given or made by the Company or
any of its officers, directors, advisors, employees or representatives.
This Memorandum contains forward-looking statements that involve risks and
uncertainties. The company’s actual results may differ significantly from those discussed
in this Memorandum. Factors that may cause such differences include, but are not
limited to, those discussed under “Risk Factors”.

The company makes these statements in this Memorandum as of the date the company
prepared this Memorandum. Neither the delivery of this Memorandum nor the funding
of the project this memorandum represents, under any circumstance, an implication that a
change in the affairs of the Company has not occurred since the date of this
Memorandum. Since the company plan to have this project funded by humanitarian
sources, it is subject to change according to the will of the same humanitarian funding
source & that of this company.

This Memorandum is not an offer or solicitation by anyone in any jurisdiction in which
such an offer or solicitation is not authorized, or in which the person making such an
offer is not qualified to do so, or to any person to whom it is unlawful to make an offer or
solicitation. This Memorandum is an offer only to the entity that the company gave this
Memorandum to, by an authorized officer or agent of the Company.
























        The following summary provides certain limited information about the Company
and this request for funding. You should read this in conjunction with, the detailed
information appearing elsewhere in this Memorandum. This part of the document is
qualified in its entirety by that same detailed section of this whole document.

The company is seeking funding of $100,000,000 or more into this project. The
company understands that the funding source relies on Fiat money, and therefore does not
fall under the guidelines of the Securities and Exchange Commission.

The Request
Funding or Grant             The company is seeking funding for the Company: to or
Requested:                   above $100,000,000.
Funding Source Suitability   Funding request is strictly limited to Humanitarian
Requirements:                Funding Source and the Initial Member.

Minimum and Maximum          The company is requesting funding of this project to roll it
Purchase:                    out for humanitarian purpose stated below.

Funding Termination Date     The company will meet guidelines set forth by the funding
                             source until the company reaches the full amount of
                             $100,000,000. The company also will meet further
                             guidelines for additional monies. Once the company fully
                             meets all these guidelines, then the funding termination
                             date will take place.
Depository account:          The company will hold the funding received for these
                             Units in a segregated, interest bearing account at UNION
                             Bank OF California in town. Upon receipt and acceptance
                             by the Company of $100,000,000 or more of initial
                             funding of this project, or smaller increments thereof for
                             meeting target accomplishments, and deposited into the
                             Depository account, the company shall immediately
                             release it for the development of this project. See
                             ―Distribution Plan‖
Use of Proceeds:             The company is seeking this funding to finance the further
                             development of the Smart Tram and Theme Park and
                             related operations. See ―Estimated Use of Proceeds‖
Risks:                       An investment in the Units is highly speculative and
                             involves substantial risks. See ―Risk Factors.‖
The Company
Organization:                The company is planning to form the company as a
                             Nevada LLC.
Business:                    The company plan to form the company to develop,
                             operate, manage, market, license, and franchise the Smart
                             Tram & Theme Park. It will be a proprietary
                             transportation solution for densely populated areas. Later
                             when the Uniform Franchise Offering Circular is
                             submitted and approved it will further the Smart Tram and
                             Theme Park Franchise.
Board of Directors           The Board of Directors and Principals will manage the
(Managers)                   property and business of the Company. The Board
                             currently consists of three members. The company plan to
                             choose an additional Professional Panel upon initial
                             funding to rollout the project.
Members:                     The Principals and possible Key personnel will be the
                             Members of the Company and their rights will be set forth
                             in the Limited Liability Company agreement. The
                             company may, and only upon the permission of the
                             funding source, consider selling units of shares of the
                             company, but if so, will transfer only to accredited
                             investors subject to then-applicable state and federal
                             regulatory requirements and the requirements set forth in
                             the Limited Liability agreement, including the consent of
                             the Board. The company plan to have the Company to
                             allow private transfers of the Units to qualified depositors
                             after a 6 month holding period, although the Company
                             may in its discretion permit such transfers at any time.
Distributions of cash from   The Board, in its sole discretion, shall determine when it
Operations:                  shall distribute cash from operations to its Members. All
                             Distributions shall be subject to maintaining the Company
                             in a sound financial and cash position This includes the
                             establishment of such reserves as the Board determines in
                             its sole discretion to be necessary and desirable in
                             connection with the Company‘s operations and with its
                             then existing assets. The company heartily subject these
                             to the guidelines set forth for Non Profit Organizations,
                             and set forth by the humanitarian funding source. When,
                             in the sole discretion of the Board, the business of the
                             Company no longer requires the maintenance of reserves,
                             the company will distribute all remaining reserves
                             pursuant to the Limited Liability Company agreement.
                             The Company initially intends to retain cash from
                             Operations to fund the development and growth of its
                             business. The Board shall distribute cash from operations,
                             to the extent determined by the Board to be available for
                             Distribution to Members. The company shall distribute
                             these to the Members in proportion to their units.
Company Domicile:            The Company to be formed Smart Tram LLC location
                             address is to be in Las Vegas, NV.
Website:                     For more information; the following website will provide
                             details soon:
LINKS TO REVIEW FOR          Please see Palm Springs aerial Tramway at
OTHER Trams        
                             Please see Doppelmayer cable cars at
                             Zurich Tram Video

                        DESCRIPTION OF THE BUSINESS
This Memorandum, including the following description of the company’s business,
contains certain forward-looking statements that involve risks and uncertainties. These
statements relate to the company’s plans, goals, expectations and intentions, and the
company may identify these by the use of words such as “expects”, “anticipates”,
“intends”, “believes”, “plans”, “will”, “may”, and similar expressions. The
company’s actual results could differ materially from the results anticipated in these
forward-looking statements. Factors that could contribute to such differences include,
but are not limited to, the risk factors discussed in this Memorandum under “Risk
Factors”, as well as other events and uncertainties that may be outside of the company’s
control. Unless otherwise required by applicable law, the company does not intend to
update any forward-looking statements in this Memorandum to reflect occurrences,
events or circumstances after the date of this Memorandum.

        The company base many of the statements set forth below on the company‘s
beliefs, intentions, ideas and insights, but will have some basis in actual or historical data.
The discussion of the Smart Tram refers to the Smart Tram that the company is planning
to develop and commercialize.
Smart Tram LLC, is planned to be a Nevada Limited Liability Company (ST). The
company plan that the ST will be operating 24 hrs per day, 7 days per week as a viable,
preferred transportation service to and from work, shopping, or town. It will include the
Theme Park for joyrides and sightseeing. The company also intends to form alliances
with Sky Ride, which provides joyrides on balloons, helicopters, and airplanes; and
strategic alliances with various county Transit authorities for being a viable solution for
transportation in the community and to relieve traffic congestion.
The Smart Tram web page will update you in
regards to the Smart Tram after funding has begun. Smart Tram will provide continual
reliable alternative transportation for residents, visitors, employees, etc. . . . It will
relieve the traffic stress in the community as an alternative transportation route. It will
have a theme park at its point of entry in this initial project and will have the airport as its
V.I.P.‘S. point of destination. In addition, it will provide transportation from the airport
to any of its destination points (15 destination points are proposed.) The company will
be offering tickets at $5.00 per trip, $15 per day, and the company will be offering
monthly tickets at $300/month that either individual can purchase for himself or herself,
or companies can purchase on behalf of their clients. The company will also have bulk
yearly purchase plans at an incentive discount. Las Vegas Smart Tram will include
billboard advertising on all sides of each gondola and a 360-degree camera installed on
each gondola for all-round viewing for passengers in gondolas. Consumers will access
this through a special token sold with the access card. The company will provide 360
degree viewing from each camera below the tram for an added extra attraction for
awaiting passengers at ground level, as each camera will send its digital information to
the screens at the theme park below. The smart-trams set aside for VIP tram to the
airport will include internet access and a built in I-Pod inserted and mounted on arm for
the tech-savvy to listen to music. The Tram and Theme Park will feature a Restaurant
with an all-round view with moving LED advertising on the outside. This Restaurant will
have a full view of the park and the city splendor.
There is also a humanitarian aspect to the project. 5% -10 %, (to be determined by the
investors) of the net profit of the tram and theme park will be dedicated to rehabilitation
programs and shelters for the homeless.

The company will generate revenues from ticket sales, group ticket purchase discounts,
and fortune 500 and fortune 1000 companies buying in to these tickets on behalf of their
customers, employees, and executives. (To include malls, shopping centers, restaurants,
banks, govt. buildings, etc.) The company will also include discount tickets for theme
park rides for those who take the tram. The company‘s theme park will contain a Ferris
wheel for long and short rides at _____ per ride, and it will include bumper car rides at
$____ per ride.
The company plan to roll out licensing for this Gondola transportation system and Theme
Park to other major cities throughout the country. The company also has plans of
implementing this into a franchise as well.
The company also expects revenue from advertising. Billboard advertising will be on
every gondola on this tram system. The company also has plans to make the Gondola
transportation system to meet public transportation interests of the public transportation
system as a viable alternative to the Mass Transit system. The company has hopes of
implementing a plan to bring this into the government sector as a viable form of Mass
Transit that the state governments or county governments would use; much like the
OCTA for instance. The company plan to be another OCTA or part of the HCTA of
Nevada. HCTA means Henderson County Transit authority.

While current forms of transportation and alternative transportation systems are
worldwide, they are all too few. The company believes that a superior way to manage
the current problems of traffic and public congestion with all its negative implications for
many metropolitan areas is to provide this service in all the major cities. SMART-
TRAM will have a profound effect because it offers the links necessary to all visitors and
residents to simplify their efforts in getting to and from their points of travel. It also
connects well to the existing modes of transportation, like monorail, trams, buses and
taxis. SMART-TRAM would serve as a Matrix with profound effect to reduce overall
travel time for the public. Due to the current 45-minute approximate wait for the most
popular means of transportation, the projected next years show an uncertain future for
those relying on existing transportation means. An expedient form of transit would create
added traffic and thereby revenues for the following: casinos, Shopping Centers, Banks,
Churches, Schools, and Hospitals to name a few, and would serve as one main highway
to link the above and reduce gridlock.

The company expects that the principal source of Vegas Smart Tram revenues will be
membership subscriptions to monthly passes, or companies can buy a permanent
membership for a subscription and thereby providing their affiliates with an added bonus.
Another main source of revenue will be advertising. Advertising fees from linked-in or
interrelated companies as well as just about any other company as well. The company
will make future theme park designs in other parts of the country to fit each respective
cities demand and to create a link system to enhance revenues for the transit systems.
This assumes timely receipt of funding, a successfully orchestrated launch and aggressive
market rollout will commence for a timely development of transportation systems and
strategic relationships for all facets of this project. See Financial Projections in Exhibit
B. Also, see additional discussion of future revenue sources and projections below.


The company intends that the Vegas Smart Tram will comply with all applicable building
and transportation codes for public safety, so that anyone can use the tram. The
company will have different types of users.

Public Users are those who would be people that purchase one ticket per ride, or a day
pass to get to their destinations. Typically, these would be people going to work, or
coming from work, going to a restaurant for lunch, or going shopping to the store before
going home (Thus using the tram twice on their way back.. first to go shopping after
getting off work, but then after going shopping, getting back onto the tram to get home.)

Employers and their Employees: Fortune 500 and Fortune 1000 companies are the
companies the company believe will pay for monthly passes ($300/month, or yearly
passes of $3000/year, or a One time Permanent Pass of $30,000/month. These companies
would have these passes available always for themselves (The owners of the companies),
for their V.I.P.‘S. members, for potential investors who come to visit, for vendors, for
Employees who work there, and for preferred repeat customers. ) Whereas the monorail
and the tram system currently in place go to entertainment sites, the company‘s tram
system will go to banks, hospitals, executives suites, real estate offices, government
facilities, bus stops, the airport, etcetera.

The company‘s main objective in this project is to improve the quality and standards of
living of the people of Las Vegas, NV, by relieving congested traffic and decreasing
environmental hazards, while providing entertainment in the form of a picturesque tram
ride and a theme park to enhance the project.

Therefore, Permanent MEMBERS can pay for an all time pass for $30,000 – OR 10 year
pass for $30,000.

Yearly MEMBERS: Purchase a $3000 per year pass or passes for themselves, their
employees, vendors, VIP members, doctors (hospitals), Schoolteachers, etc.

MONTHLY MEMBERS: Purchase a $300 per month pass for the same above…

WEEKLY Passes for $80/week
The population of the City of Las Vegas is 591,536, and Clark County is 1,912,654. The
Median age is roughly 34.5, according to the 2000 census. There are 217,630
households, 227,862 Housing units. The median household income is $ 47,863, the
median family income is $ 57,471, and the per capita income is $24,887.

The following chart shows the demographics of employment in Las Vegas, an important
factor in determining the flow of traffic in Las Vegas. The current memorandum does
not have information as of yet in regards to the precise locations of these places of

About Las Vegas EMPLOYMENT Charts and THE Percentages

SEE THIS Chart and ITS Prevalent Percentages TO SEE THE Value OF THIS

As the company can see in this chart, 28% of all employment is in the
leisure and hospitality business. Seventeen percent is in trade and
transportation utilities industry, 13% is in professional business, 12% is
in construction and mining, the government employs 10%, 7% are
employed in education and health, and 6% are employed in the
financial industry.
                     THE FOLLOWING IS THE average VISITOR Statistics
                         SINCE THE TURN OF THE MILLENNIUM.
                         2001              2002              2003              2004              2005              2006              2007

Visitor Spending    $31,907,491,818   $31,613,937,641   $32,777,906,318   $33,724,467,453   $36,733,452,851   $39,419,205,580         na

Visitor Volume        35,017,317        35,071,504        35,540,126        37,388,781        38,566,717        38,914,889        39,196,761

 Hotel Rooms           126,610           126,787           130,482           131,503           133,186           132,605           132,947

Occupancy Rate          84.7%             84.0%             85.0%             88.6%             89.2%             89.7%             90.4%

 Room Nights
                      38,642,369        38,859,613        39,760,735        41,953,010        43,166,172        43,496,236        43,978,733

 average Room
                        $62.30            $65.51            $66.86            $74.30            $76.63            $76.69            $82.48

 Gross Gaming
                    $7,635,958,673    $7,629,962,226    $7,831,273,707    $8,710,976,211    $9,709,407,531    $10,630,387,288   $10,868,028,694

                 Based on these statistics, the company can predict the revenues from the Smart
                 Tram to grow each year by the normal average scale ratios. This is to be a
                 conservative approach.

                 Average HOUSEHOLD INCOMES and Statistics are as FOLLOWS:

                 Average Household Size is 2.63
                 Average Family Size is 3.26
                 Forty-nine percent is male and 51 % female

                 ECONOMIC Characteristics OF THESE HOUSEHOLDS are:

                 67.1 % of the labor force of those 16 years and over work for a company.
                 $ 285,000 is the average home cost.
                 The people living there occupy 89.9 % of all housing.
                 84,053 is the number of rented housing units.
                 58.9 % is home ownership
                 11 % is the Poverty rate.

                 LAS VEGAS IS 29.4 MINUTES.
                           MEMBERSHIP FEE SCHEDULE

The company plan that pre-paid weekly, monthly, annual, and permanent membership
fees will vary according to the distance traveled and the type of location reached. For
instance, a complementary pass free of charge for anyone in a rush to go to the Hospital,
but perhaps a comparatively somewhat more expensive ticket to travel a long distance to
an executive suite.. The company will not calculate this at this time, all that the company
will calculate here, is what would be a typical cost for ticket to a destination. The fee
schedule is to encourage the purchase of yearly passes by fortune 500 and 1000
companies, monthly passes by all other companies and by hospitals or clinics and perhaps
churches as well. Daily passes for the typical user of transportation.

Permanent Pass: $30,000 upfront fee for all passes for all time, permanent. They would
own the permanent right to use the trams.

Yearly Pass: $3,000/year. Usually a fortune 500 or fortune 1000 company for
established employees, managers, VIP, and vendors they expect to have for years to
come, and anyone else who also would like to a yearly pass. This would include doctors,
long time nurses on staff in hospitals, established government employees, business
executives, key personnel, employees of banks, shopping centers, retail outlets,
manufacturing plants, service industries, restaurants, etc. The company will also provide
this for customers of the same, residents of Las Vegas, and others.

MONTHLY Pass: $300/month for all other employees, for preferred customers (if they
so choose), for new vendors, etc.

WEEKLY Passes: $ 80/week

Daily Passes: $15.00 for visitors, applicants, etc.

BICYCLE Pass: $5.00 for a Tram -rack access and tag to transport bikes

The company could price these passes by the distance traveled too, if necessary.

VIP CARD: $12.00 per day Issued by casinos per their pin number accessibility and
amount played from the visitor to the casino.

VIP Rentals: $50.00 per trip for the following optional items. They can also rent
headphones to listen to the music of their choice or their favorite news channel, or
internet access - for an additional $5.00.

VIP Virtual CONFERENCING also available on special VIP Gondola for $50 scheduled
per appointment with guest's special services through the company‘s VIP dept.
The company will utilize alternative menus from other restaurants whenever necessary
for the client.

SKYLINE Restaurant
A special feature to the company‘s Butterfly Theme Park is the company‘s quality
restaurant, that the company will name, the Skyline Restaurant. The restaurant‘s menu
will feature an array of various cultures and healthy grilled foods, which the company
expect to bring in the following revenues, based on average meal costs of $15 - $20 per

The company estimate that annual earnings for would be $50,000,000 based on six-
months January to June earnings of the Stratosphere Top of the World restaurant which
boasts of 1,480,000 visitors in six months with an average dinner price of $55.00; and
transposing this to the company‘s estimate of 1,000,000 visitors in six months at a price
of $25.00 per dinner. This is a conservative estimate, the company expects that the
earnings may likely be twice this amount if the company keep the dinner menu average at
$25 but expect twice as many visitors, due to the company‘s dinner shows and the
company‘s smart-tram traffic, entertainment and theme park facilities. Based on these
numbers the company‘s conservative estimate is $50,000,000 per year.

THE SHOWS - are optional, and are inside the restaurant.      They will be $20/per show.

Gondola Bike Rentals: Bike rentals are $10 per day with a pass for own carrier.

Gondola RIDE PICTURES: $ 10.00


The company would take delegated stops to key destination points for the following into
consideration. Such as executive suites, hospitals, government buildings, police stations,
shopping centers, bus stops, main intersections of residential areas, skyscrapers, etc.
Computer operated or as well as manually operated signaling for users to signal on the
gondola where the next stop is that they want to get off. The Gondola would then move
down the main highway of the gondola until nearing an off ramp route to the final
destination. The destinations would be the different shopping malls, the hospitals, the
clinics, the banks, executive suites, industrial areas, manufacturing plants, or shopping
malls, residential areas or etc, based on demographically proven popular destination
spots. (Also, near bus stops). Gondolas will come equipped with 3 bicycle or 4 bicycle
racks outside the gondola as well, for those who want to travel part way by bicycle.
There could be an extra charge of $5.00 to use the bicycle racks, the service could be
provided free of charge. The company will provide a 360-degree camera beneath each
gondola to give riders a panoramic view of the route. The off ramp and Onramp routes
can optionally have a dual purpose of sightseeing and transportation (if this is worthwhile
to implement). At each intersection of the main Highway, a switch box switches the
Gondola to go onto the off ramp if the Gondola sends a signal to the Switchbox to open
off-ramp route. The company was thinking that the Gondola could be a metallic cord
with magnetic capability to redirect the gondola to the off-ramp route.

The company was thinking that the off-ramp route could be a minor route that branches
out again, to the destination off-ramp route. Then, with those switchboxes, allow the
Gondola to get to that destination. The On-ramp Route from Destination to the Mini-
Route leading to the main highway would be simpler. The Gondola, getting back on,
sends signal to open Switch box to let Gondola through. Then, it would let the gondola
go through to the main Gondola highway. After this, the Gondola sends signal whenever
a patron presses a button to get to a specific destination.

The company could also implement a program that for all those who purchase a yearly
pass or permanent pass, for a specific point of destination, if this acts to reduce overall
traffic flows, but not simply because a company pays for a yearly pass or permanent pass.

In addition, the company needs to consider not only all building and construction codes
involved in building this tram project, but also consider transportation authority rules and
regulations to be compliant to all transportation laws in Henderson County and Las
Vegas. The company would also like to work in conjunction with Henderson County
Transit authority to meet their guidelines as a Public Transportation Service. access for
the Handicapped, special deals for people going to and from work to companies that do
not pay tickets in advance, perhaps, perhaps some of the charitable contributions would
go towards providing transportation for the poor to get to hospitals, places of work, or to
the bank, or to a housing community for the same.

This Tram Project provision of public and private transportation constitutes its core
business, providing an alternative mode of transportation to the same destinations people
attempt to reach by car or bus, but find cumbersome due to traffic congestion. It provides
an interactive platform between gondola user and the transportation automation system
for the user to select the destination that they want, and for the Gondola Service itself to
bring them to that destination, without the user having to know how to get to the
destination. The user selects a button on the tram to indicate the final destination. The
tram simply takes the on-ramp to the main highway, and from there, acting as a Smart-
Tram goes to the switchbox intersection leading to the two off-ramps, or One Off ramp to
this final destination. The company can modify this to reduce the number of off ramps
by perhaps creating main off ramps that have themselves the destination off ramps.
Then the Onramps would simply be the reverse. The user presses the button, and the
Gondola takes off. It signals to the On-ramp departure switch to take off. It signals to
the Main Onramp switch to let Gondola Pass through. It signals to the Main Highway
switch connecting to this specific main on ramp, to let the Gondola pass through. The
Gondola, upon having clear traffic, then flows onto the main highway, based on a
switching and signaling system. Upon nearing the main Off-ramp for the eventual
destination point, it sends a signal to that specific switchbox to let the electronic gondola
(that is on a metallic insulated cable). The gondola can send signal through the cable or
wirelessly. The switchbox then directs the Gondola to take the Main off Ramp
switchbox. The Main off ramp curves towards a set of destinations. The gondola then
sends signal to the appropriate switchbox that tells that switchbox that this Gondola
selects it for taking the destination off ramp. This destination off ramp then circles to the
destination. Circling to the destination is used, so that the Gondola does not have to stop
to get onto the main off ramp and then the destination off ramp, but can simply continue
moving as it slows down to the destination. The curves are instead of intersections where
it would have had to slow down since the momentum would have to approach zero if
sharp turns of right and left are required. Circular movement to destinations allows the
velocity to slow down slowly. Much of these ideas will crystallize when the team of
engineers begins work on this project.


                    THE CITY OF LAS VEGAS

The company speculates the rapid growth of the use of this Tram by all of the public once
the company introduces them to the wonders of its easy use and recognizes the benefits it
The company also suggests that the Smart-Tram will be the resolution for all the
congested areas in the country and that the Smart Tram will significantly make an impact
in bettering people‘s lives with the use of this technology and Smart Tram System.

The benefits of this project do not stop there as the company will be rebuilding the city in
most areas of opportunity with the company‘s programs implemented for the poor and
the company will be providing a safe transportation haven for them as well with vouchers
to assist them from place to place. The company intends to make a difference with long
lasting results by creating a platform that really makes a difference. A professional
qualified board will address a series of issues to solve a series of challenges the city of
Las Vegas is facing. Most people at poverty levels cannot afford to experience the beauty
of entertainment. Smart Tram passengers will enjoy the splendor of the views of Las
Vegas with each ride, every time. These programs the company will launch are key
essential in assisting about 16% of the population in Las `Vegas alone and are not limited
just to Las Vegas but to the whole State of Nevada. As the company develops Smart
Tram, the company will also develop the standards of the existing programs and enhance
the meaning of assisting the public.

As time progresses the company will refine and expand all programs to provide added
support to the city because where Smart Tram benefits so does the public with their
One of the worst problems in a city like Las Vegas, Nevada is alcoholism and Drug
abuse. The company intends to build programs that will coincide with the Police Dep.‘s
for DUI and alcoholism issues, which is a major area of opportunity in Las Vegas. The
department of social services currently provides social services standardized programs,
which do not address the parameters necessary to solve the existing problems. Through a
qualified research team of social workers, the company will also implement alternate
health programs to improve the current health standards and work with its current
programs to achieve a resolve for both the sick and the poor people of Las Vegas with an
innovative solution.

The company propose to devote up to 10% of gross revenues as necessary and agreed
upon by all investors for this project (If target revenues for each year are met), to other
humanitarian projects; working with Habitat for Humanity, housing projects,
employment development training projects, health and awareness projects. 80% to
90% of the revenues will go back into the company for further continuation of the
company and for its humanitarian expansion.

There will be prevention campaigns for Teens and current drug abuse as well as
campaigns to promote Work Programs and Job Training for those in need through the
many diversified rehabilitation programs and availability systems. There is currently
nothing effective in terms of these kinds of programs that really work. In conclusion, the
company will build programs that are effective and really work towards filling in the gap
for the non sufficient approach to solving these dilemmas for the public in need which
will definitely uplift and eventually solve these such challenges the city is currently
experiencing. Smart Tram is a huge advantage and the company feel will enhance the
quality of all the residents of Las Vegas Nevada.







Points of

            Smart Tram
Pictures of Various aerial Tramways

    La Grave alpine Tramway, France

   Sugar Loaf Peak aerial Tramway, Rio
Table Mountain Tramway, Cape Town

Klein Matterhorn aerial Tramway, Switzerland
            Luftseilbahn Adliswil-Felsenegg in Zürich, Switzerland

Existing Rail Tramway by same Manufacturer is what this company proposes to
THIS IS an Example OF Smart Tram
Example of Smart Trams at Work

    Solution to No Pollution
From these statistics, the company determined that the city with the greatest
traffic congestion per income level ratio was that of Miami, Florida.    The
company determined that the city in greatest need of development was New
Orleans, Louisiana.


Miami Florida ranks highest for poverty and traffic congestion combined.

New Orleans ranks highest for need for reconstruction. Considering the circumstances
from the Katrina disaster, perhaps it now ranks among the poorest.

CITY                                           Average Time Delay to Income Ratio
Miami, Florida                                 7.6567
New York / Newark                              6.6137
Detroit, Michigan                              5.3819
Philadelphia, PA                               5.2561
Baltimore, MD                                  5.1387
Tucson, AZ                                     5.0155
Los Angeles, CA                                4.7665

Although New York Newark areas have the second highest ratio, they have a well-
developed transportation service. Detroit Michigan and Philadelphia Pa also has a well-
developed system, whereas Miami Florida does not. Not only does Miami have a
noticeably greater need for transportation infrastructure development, it also has the
greatest time delay to income ratio, and a dire need to protect its clean water and natural
environment from hazards due to other forms of transportation infrastructural
development. The cable tram would require the least amount of infrastructural
construction for the same amount of traffic relief, thus saving the clean water, the natural
environment, greatly reduce traffic congestion and save city and county governments of
Miami and Dade from political controversy over this issue. Thus, Miami is the greatest
candidate for this project for traffic congestion purpose per capita income.
                           The case of New Orleans
The company determined from the following information below, that New Orleans, La is
the greatest candidate for reconstruction of its city. New Orleans suffered the worst
damage due to natural disasters in the past 100 years. The damage was so extensive, that
some have considered on changing the very map and outlay of the city itself.

The postal data provided by New Orleans seems to provide an accurate estimate of the
returning population to New Orleans. Around the winter months, the population increase
is minimal, whereas around the spring and summer it seems to increase quite a bit more.
One of the staff members of this company made projections from this data to give a basic
estimate of population increase. These projections are in the Excel file by the name of
HHDsReceiving and the company can provide it for you along with this document if
requested. The following graphs come from that file.
70131 to 70118 are zip codes in the Orleans parish. July 2005 & Aug 2006 have no data
in between because all such data remained consistently the same. The data here is for
population trends after the hurricane of Katrina passed through New Orleans.

  The following visuals to show the devastation, cleanup and rebuilding:
Map with a Proposed Tram Route

                   Proposed Tram

The company feels per the major disaster in New Orleans, Louisiana, the people of these
cities desperately need a solid vehicle to the many challenges this catastrophe has created.
Restaurant Chains need to have an incentive to come back to create the necessary work
place and smaller businesses need to be able to pay the wages workers need to live on
within the rubble and disaster traces all around them. a bank President and well known
retired Real State Developer says ―I think the company all believed there would be more
happening than it is happening now‖ with the understanding a real solution is desperately
needed to save and uplift their economy. There are long stretches that are still
uninhabitable and people are in a semi depressed state and unable to see the whole
picture of just how to begin or how to solve the status of their cities condition.
One key point is that a local restaurant chain has nearly doubled its wages for their new
employees and contractors are paying $17.00-$20.00 per our plus benefits for people to
work within the sparsely populated area, which now resembles an open-air job fair. A
southern electronics company can offer as much as $30.00 per our when seeking salvaged
workers on canal Street. A Chief executive officer of Bollinger Shipyards, the countries
3rd largest shipbuilder with 13 sites along the Gulf, feels jittery about the local economy
into the future since he turned down $700 million in contracts. He did this even though he
had devoted a good share of the previous two years trying to secure them for the lack of
workers availability to meet deadlines. He says he is 600 employees short of the 2,500 he
needs for contractual obligations prior to Katrina. This is of key importance. ―Trying to
find workers, that's the toughest thing," one small businessman remarked. "The people
the company dealt with — craftsmen, carpenters, electricians, roofers — weren't home
and if they were, they were decimated themselves."


The company feel confident that a way to solve these issues is to provide the ―Map of
success‖ to introduce the people of these regions with the following programs and a
Platform to create jobs, entice and induce the flowing trends and excitement the cities
need in order to flourish and blossom with the following programs:

Specific categorized Business Development Funds
Management of Funds and Mentoring Systems for small businesses
School Program Incentives to build schools
Teacher‘s incentives with quotas and bonus incentives
Creative arts and Music Programs in all communities
Insurance Programs for the poor
Family assistance Programs for New Workers


Creating Stable Jobs
Housing Purchase Programs and Options
Building Churches
Creating Recreation Parks for Family and children
Monuments for respect to commemorate Loss
Entertainment Venues to rebuild Joy and nurture community spirit

These following organizations have helped and continue to do what they can with the
challenges New Orleans, and Louisiana present but just are not enough and they need a
real solution to transcend the current depressed status of these cities. With people,
helping people and businesses providing the ground platform necessary to rebuild their
economy the company feel workers and all their families will begin to open ground to a
new playground for all visitors and the much need tourism will begin to flow in thereby
rebuilding their economy. The company intends to work with the following organizations
to create the map and the many sectors needed to fulfill the company‘s mission of
rebuilding these cities.

Episcopal relief and Development
United Way
United Methodist Committee
Catholic Charities
Save The Children etc.

These organizations have done very admirable works and are in need of support from
Government officials to launch additional programs and gather financial support to
implement them, which could take years and years while these people need help now!
The company‘s programs will show and demonstrate the difference immediately for their

See ―The Katrina legacy‖ at and
see the links to other articles of problems hampering the effectiveness of rebuilding,
August ‗07.

                     Katrina 2nd anniversary Vigil in Jackson Square

                                          MIAMI FLORIDA

Traffic problems in Miami Florida

       Key Infrastructure Facts (Derived from )

      Roadway conditions are a factor in an estimated 30% of traffic fatalities. There were 2,918 traffic
       deaths in 1999 in Florida. 1
      Federal funding for Florida's road and bridge system under TEA-21 is about $1.3 billion in fiscal
       2002. 1
      20% of Florida's major roads are in poor, mediocre or fair condition. 1
      19% of Florida's bridges are structurally deficient or functionally obsolete. 1
      35% of Florida's urban freeways are congested. 1
      Vehicle travel on Florida's highways increased by 37% from 1991 to 2001. Florida's population
       grew by 27% between 1990 and 2001. 1
       Driving on roads in need of repair costs Florida's motorists $662 million a year in extra vehicle
        repairs and operating costs - $53 per motorist. 1
       28% of municipal solid waste is recycled in Florida
       57% of Florida's schools have at least one inadequate building feature. 3
       80% of Florida's schools have at least one unsatisfactory environmental condition. 3
       Florida's drinking water infrastructure need is $3.7 billion over the next 20 years. 4
       Florida's wastewater infrastructure need is $6.3 billion
       There are 8 state-determined deficient dams in Florida
       The rehabilitation cost for Florida's most critical dams is estimated at $9.5 million. 6


        Field notes from civil engineers in the state.
        Short-term politicians that lack long-term vision often direct funding allocation. These individuals
        could care less what happens 20 to 25 yrs into the future. - A civil engineer from Miami, FL said,
        "If you don't own a car and have a driver's license, you stay home." - a civil engineer from
        Okeechobee, FL In 2002, Orange County Public Schools passed a 1/2 cent sales tax to fund new
        construction. In October 2003, residents of Orange County will vote on another 1/2 cent sales tax
        for transportation improvements (all modes). - a civil engineer from Orlando, FL Voters approved
        a 20-year, 1/2 cent sales tax to be dedicated to infrastructure improvements over next ten years.
        Into the third year, significant improvements are completed or initiated. - a civil engineer from
        Jacksonville, FL The company needs a President who will issue a challenge to the nation; much
        like Kennedy did with the space program, to become fossil fuel independent in 10 years.
        Government seed money and subsequent private initiatives could create a new 'tech energy'
        boom. The time is now, according to a civil engineer from Miami, FL.

Statistics derived from stated the following: Traffic: as population growth put
more traffic on the roads, the average commute for Florida residents increased 20 percent during
the 1990s, to 26 minutes in 2005.9/,10/ 34% of Florida's major urban roads are congested, and
vehicle travel on Florida's highways increased 69% from 1990 to 2003.11/

Driving on roads in need of repair costs Florida motorists $1.1 billion a year in extra vehicle
repairs and operating costs --- $82 per motorist. Congestion in the cape Coral area costs
commuters $249 per person, $558 per person in the Jacksonville area, $927 per person in Miami,
$904 per person in Orlando, $332 per year in Pensacola, $353 per person per year in Sarasota,
and $742 in Tampa per person per year in excess fuel and lost time.

In 2003, travelers experienced and annual delay of 51 hours in Miami, 55 hours in Orlando (9 in
the nation), 46 hours in the Tampa/St. Petersburg area, 34 hours in Jacksonville, and 19 hours in
the Sarasota-Bradenton area. 13/ 16 percent of commuters had a commute that was 45 minutes
or more in 2006. 14/

Between 1980 and 1997, the total vehicle miles traveled in Florida increased by 99 percent. By
2020, they expect the number of miles traveled on Florida roads to rise by 58 percent.

            Population Change

            Florida’s population increased by 37 percent between 1990 and 2000,
            and by 12.7 percent between 2000 and 2006, bringing Florida’s total
            population to approximately 18 million.

            In 2006, Florida was the ninth fastest growing state in the United States,
            and accounted for the 2nd largest increase in numerical population size.

            Approximately 25.7 percent of the total population increase between
            2000 and 2006 in Florida was directly attributable to immigrants.

            FAIR estimates the illegal alien population in 2005 at 555,000, which
            ranks fifth in the U.S. for the FAIR estimate. This number is 65% above
            the U.S. government estimate of 337,000 in 2000, and 132% above the
            1990 estimate of 239,000.

            According to an estimate of the Pew Hispanic Center, in 2005 there were
            an estimated 800,000 to 950,000 illegal aliens living in Florida.
            That ranked third among illegal alien populations in the United States for
            the PEW estimate. 3/

            FAIR estimates in 2004 that the taxpayers of Florida spent $1243.4
            million per year on illegal aliens and their children in public schools. 4/

                        Estimated annual Fiscal Costs to Florida Taxpayers
                     for Emergency Medical care, Education and Incarceration
                           Resulting from Illegal or "Guest" Workers and
                              Projected Costs Based on an amnesty
                                              in millions

                       Current                   2010                     2020

                       $1,820                   $3,094                  $5,352

Population Profile

In 1995, then-Governor Lawton Chiles’ Commission for a
Sustainable South Florida warned in a unanimous report
―rapid population growth and sprawling development
patterns are leading South Florida down a path toward wall-
to-wall suburbanization.‖ Last year, Governor’s Jeb Bush’s
Growth Management Commission agreed that traffic,
crowded classrooms, water shortages, and pollution are
serious and growing problems in the state. Yet Florida
continues to add the third largest number of immigrants of
any state.

Florida’s foreign-born population increased 61 percent during the 1990s. Between 1990 and
2000, Florida gained over one million immigrants.
Foreign-Born Population

Florida’s foreign-born population increased by over 19.6
percent between 2000 and 2006. During that period,
Florida gained over 524,000 immigrants, bringing the total
number of foreign-born residents in the state to almost 3.2

Because of the battle between keeping clean water and paving more roads
(paving more roads to reduce traffic threatens clean water) the need for
tramportation (cable transportation) is all that more apparent. Traveling by tram
requires minimal infrastructural change for the gain in reducing traffic. The
company derived the following from

Miami Dade County Commissioners must hold the line during the final vote on
April 24, 2008! The message is clear: Deny all three applications to move the Urban
Development Boundary (U.D.B.) and pave more of Florida's Everglades. The Last thing
Miami-Dade needs is more traffic and less water!

In December, Mayor Alvarez supported the Hold the Line campaign with his veto to stop
these applications in their tracks. When his veto was overruled, the state of Florida filed
its February report advising Miami-Dade officials to hold the line by denying the
remaining three applications.

The Department of Community affairs, or D.C.A., reported that there is no need to
expand the U.D.B., identified a lack of water, and chastised the County for violating its
own policies. Miami-Dade's county budget cannot handle the increased infrastructure
costs needed to prevent school overcrowding, increased traffic congestion, and other
services associated with building outside the U.D.B.

In spite of all these realities, Lennar, a development corporation, has filed a new
application seeking to add nearly 7,000 new homes outside the U.D.B. in Miami's
Redlands, west of Kendall.

Clean Water action members have been diligent. They have delivered more than 500
letters to Miami-Dade Commissioners and the D.C.A. so far, but the company needs you
to keep the heat on! The County Commission's final decision will be April 24, 2008. The
company needs you to come down to the Stephen Clark Government Center and tell your
Commissioners to Hold the Line! says: Florida High Speed Train Economic Benefit
and Cost Impact Study

       The Florida Constitution requires the State of Florida to build a high speed rail system,
       initially between the St Petersburg and Orlando areas (thus opening up the Tampa and
       Lakeland areas in between), with future services to the Miami area. Interestingly, there is
       an amendment sponsored by Derail the Bullet Train (DEBT) that seeks to repeal the
       Constitution’s provisions requiring high-speed ground transportation. I provide extracts
       here, from a report (2) which re-examines the benefits and costs of several studies that
       have been carried out investigating the economic development impact of such a scheme.
       The report opens with this wording suggestion for the ballot that would be part of the
       amendment procedure: ―If article X, Section 19, of the Constitution is repealed the loss of
       economic benefits by private sector businesses, the public and State of Florida will
       include 41,267 jobs, $11.7 billion in wages and salaries and $34.1 billion in additional
       economic activity…..‖

       I repeat parts of the report here, simply to illustrate the types of thinking and analysis
       associated with this project.

       Representatives from the development community, business leaders, and economic
       development specialists were all involved in discussions about the potential land use
       impacts that come about from implementation of rail service. They developed a separate
       analysis to estimate the network transportation benefits that the rail service generates.
       They assessed the accelerated economic development that would take place because of
       the HSR (High Speed Rail) system to be some three million square feet of commercial
       development in each of Tampa and Lakeland, with the impacts for Tampa out to 2030
       tabulated as follows:

Economic impact for 3 million square feet of commercial development in

            Impact category                                     Impact Value 2000$
Construction Value                                 $252,000,000
Sales among Florida firms                          $535,752,000
Earnings for Florida workers                       $172,090,800
Jobs for Florida workers                           1769

       They predict similar outcomes for the Lakeland area. In terms of transportation benefits, they
       summarized these for this project as follows:
Summary of Transportation Benefits
                                                  2010-2030 Total
              Benefit category
                                                                (In year of expenditure dollars)
Travel time savings                               $697,196,000
Operating cost savings                            $582,271,000
accident costs avoided                            $100,973,000
Induced trips                                     $27,577,000
Total                                             $1,408,017,000

U.S. Department OF Transportation CORRIDORS OF THE
FUTURE Program Proposal
THE Southeast I-195 CORRIDOR has the following information:
On October 17, 2006, the United States Census Bureau announced the arrival of the 300 millionth
American, with a prediction that the 400 millionth American would arrive in a mere 37 years. They
expect fully half of those 100 million new Americans to live within 50 miles of the coast.
That population surge will trigger unprecedented economic growth and development, straining the
nation’s transportation infrastructure and emphasizing the need to put facilities in place today. The
company respectfully thinks that the answer is a stronger rail network. In addition, the work must
begin today.
In light of this prediction, CSX is pleased to nominate the I-95 Corridor between Washington, DC and
Florida for Corridor of the Future designation under the U.S. Department of Transportation Corridors
of the Future Program (CFP); the 1,200 mile corridor from Washington to Miami.
A segment of CSX’s I-95 Rail Corridor (the Corridor) serves five states (Virginia, North Carolina,
South Carolina, Georgia and Florida) and the District of Columbia. This document identifies why
CFP designation for the Corridor is sound public policy. It will promote freight and passenger rail
efficiencies, best in class and continuously improving safety and environmental practices, responsible
economic growth and development, and a stronger national rail transportation infrastructure. This
designation will also relieve the growing congestion caused by increased freight and passenger rail
volume on the Corridor as well as the congestion on route I-95 between Washington and Miami.
CSX Corporation (CSX Corp.) owns CSX Transportation (CSXT), the largest rail network in the
Eastern United States. CSXT operates a 21,000-mile freight rail network across 23 states and the
District of Columbia. CSX Corp. also owns CSX Intermodal (CSXI), which is the nation’s only stand-
alone nationwide integrated intermodal business. The most significant growth and anticipated growth
in demand for intercity, regional and local passenger rail service is occurring between Washington,
DC and Miami, Florida.
The 1,200-mile Corridor serves urban, industrial and rural areas along the Eastern Seaboard. It is
characterized by congested urban regions on each end (Washington, DC and Miami), and regional
population centers such as Raleigh, Savannah, Jacksonville, and Orlando in between. Further, the
corridor serves major public and private port facilities along its length, including Norfolk,
Wilmington, Charleston, Savannah, Jacksonville and Miami.
The 1,200 mile I-95 Corridor is made up of multiple routes. The route from Washington to Miami via
Richmond, Rocky Mount, Florence, Charleston, Savannah, and Jacksonville is approximately 1,200
miles in length. The route from Raleigh to Savannah via Columbia is approximately 350 miles in
length. Thus the total corridor contains approximately 1550 route miles.
ALTREG.COM states:
About the South Florida Region
The Miami-Fort Lauderdale-West Palm Beach metropolitan area, more commonly referred to as South Florida or the Tri-
County area encompasses three counties at the southeastern tip of Florida. It is the largest urbanized area in Florida and in the
American South. According to the 2000 Census, the MSA has a population of 5,007,564, making it the sixth largest
metropolitan area in the United States. Palm Beach County, Florida was added to the official Miami-Fort Lauderdale
metropolitan area for the first time in 2000, giving it a considerable boost in population and in ranking among U.S.
metropolitan areas. There are 122 cities in the Tri-County area. This includes four major cities: Miami, Miami Beach, West
Palm Beach and Fort Lauderdale. Six of the 122 cities have a population of more than 100,000 people, and 85 of these cities
have populations between 10,000 and 100,000.
South Florida Regional Planning Council
The Council's mission is to identify the long-term challenges and opportunities facing Southeast Florida and assist the region's
leaders in developing and implementing creative strategies that result in more prosperous and equitable communities, a
healthier and cleaner environment and a more vibrant economy. The Council is composed of 19 voting members including
county and municipal representatives from its three – member counties: Broward, Miami-Dade and Monroe – and Governor's
appointees. Projects and responsibilities include local plan review, developments of regional impact, emergency preparedness
and administering a revolving loan fund.

Regional Shift
During the 1990s, South Florida experienced enormous growth and change that have fundamentally transformed it and that
will significantly influence its future. Its population increased by 23 percent, a rate expected to continue through the next two
decades. The population shifted from majority to minority white. (Shifted from 57 percent of the total in 1990 to 47 percent in
2000). Hispanics, the most rapidly growing segment, now comprise one-third of the population.
The region’s labor force grew by 350,000, a 15 percent increase, but job growth and wage growth rates have trailed population
increases. During a period in which the region experienced dramatic growth in personal wealth, gaps between the wealthy and
poor have grown precipitously wider.
The changes transforming South Florida are regional in scale. They can be effectively addressed only through coordinated
regional action, but there is still a weak foundation for engaging in action at the regional scale. The region is bound by the
Everglades on one side and the Atlantic Ocean on the other. Thus, as South Florida’s population grows, low-density housing
expands into suburban communities, resulting in a significant growth of urban areas and loss of rural areas. From the 1960s to
the present, new development in South Florida has taken place on very large tracts of previously undeveloped land. 10
Miami Region Population                                                                 Broward Miami              Palm Beach
Population, 2004 estimates                                                              1,754,893 2,363,600 1,243,230
Percent White 2000                                                                      70.6%        69.7%         79.1%
Percent African American: 2000                                                          20.5%        20.3%         13.8%
Percent American Indian or Alaskan Native: 2000                                         0.2%         0.2%          0.2%
Percent Asian: 2000                                                                     2.3%         1.4%          1.5%
Percent Hispanic/Latino Origin: 2000                                                    16.7%        57.3%         12.4%
Housing Units: 2002                                                                     763,267      878,448       576,418
Homeownership Rate: 2000                                                                69.7%        57.8%         74.7%
Persons per household: 2000                                                             2.45         2.84          2.34
Median Household Income: 1999                                                           $41,691      $35,966       $45,062
Percent of persons below the poverty level: 1999                                        11.5%        18.0%         9.9%

Source: US Census Bureau State and County Quick facts, 2/2006
The NPG Special Report said:
Florida, once a sunny paradise that lured new residents with its friendly tax
policies and high quality of life, is now paying the price for its rampant population
growth. Its open space is vanishing, its highways are clogged with polluting traffic
jams, and every day, 860 acres of its forests and farmland are lost to

Certainly some growth can be beneficial. Early in the twentieth century, when
Florida was sparsely populated, more people meant more jobs and more
opportunities. In addition, in a state with considerable land area and few people,
every new resident lowers the cost of providing basic services to all. However, as
an area is more populated, its infrastructure bumps up against its carrying
capacity. Police forces, roads, and schools no longer satisfy the demands of a
growing population. Farmland and forests are sacrificed to strip malls and
housing developments. In addition, eventually growth no longer lowers the
average cost of services, but instead raises it. When they reach this point,
population growth, increases the tax burden on communities; the cost of their
system will outweigh revenue brought in by new growth.

Florida, the seventh-fastest growing state in the country, has reached this
downside to growth. a mid-1999 survey of Florida voters found that more than
80 percent considered the state’s burgeoning population a problem and 40
percent said that Florida has become a less comfortable place to live over the
past five years

But the population growth that has transformed Florida into a crowded mass of
subdivisions, congested highways, and paved-over pastures has just begun. If
current trends continue, the state’s population will increase by 5.5 million by 2025
and will have doubled by 2050, when its population could surpass 32 million – or
twice the 15,982,378 counted in the 2000 census. (That does not include the
close to one million ―snowbirds‖ who reside in the state every winter.)

This study explores the detrimental effects of population growth on Florida, first
sketching the dimensions of Florida’s expected population increase and then
addressing what these projections mean for the state’s infrastructure,
environment, and quality of life. The final section works through some strategies
for slowing growth–strategies already underway in other states–and preserving
the robust economy of the present while also safeguarding Florida’s future.

I. Sketching the Demographic Picture

In the early 1940s, Floridians numbered a mere 2 million. By 1990, the state’s
population had reached just under 13 million. By 2000, the state was home to
about 16 million permanent residents, a 23 percent increase in ten years,
significantly higher than was expected. According to the Census Bureau, Florida
adds about 750 people—net—every day of the year.

Large-scale population growth
is apparent throughout the
state, and, since 1990, not a
single county lost population.
Broward County grew by
368,000 in the 1990s, making it
the third-fastest growing county
in the entire nation. ―That’s like
plopping a city the size of
Corpus Christi between Fort Lauderdale Beach and the Everglades edge, a city
substantially bigger than Newark, NJ, Raleigh, NC, or St. Paul, MN,‖ noted the
Miami Herald Naples, Orlando, Ocala, and the Ft. Myers-cape Coral area were
also in the national top 20 fastest growing counties.

Where is this population growth coming from? Populations grow or shrink
because of shifts in three demographic variables: fertility, migration, and
mortality. Changes in population size are dependent on net migration (people
moving into the state minus people moving out of it) and natural factors (births
minus deaths). Between 1990 and 1999, only one-fifth of Florida’s growth came
from natural increase (19 percent). Just over half of all growth came from
domestic migration. Another third resulted from international migration.

The number of foreign-born residing in the state, which rose from 1.6 million in
1990 to 2.4 million in 1997, suggesting an annual increase of over 100,000
through immigration, better illustrates the impact of immigration.

If current trends continue, Florida’s population will reach 20.4 million in 2010, 25
million in 2030, and 32 million in 2050.10


Such projections may be on the conservative side, given the likely changes in
age composition. By about 2025, the nation’s 50 million baby boomers will be
entering retirement and are bound to have an impact on Florida. If large numbers
of retirees continue moving to Florida, the number of elderly will climb even more
than anticipated and an even larger population than the one predicted above
could be noted by mid-century.

Additionally, the number of children under 15 will expand considerably in the first
half of the 21st century: from less than 3 million today to close to 4 million in

The combined growth of the school age and the elderly segments of the
population will increase the pressures on services such as schools and health
care. Indeed, the current shortage of health care providers will be dwarfed by
future needs; between now and 2025, an additional 22,000 physicians and
122,000 nurses will be required just to maintain the current ratio of doctors to


Florida has 5.5 percent of the nation’s population but just 2.8 percent of the road
mileage. Plans to widen roads and add lanes cannot keep up with the state’s
population growth. Some roads are so crowded that emergency vehicles are
taking longer to get to their destinations.
Florida will not be able to maintain, much less improve, its transportation
infrastructure unless population growth is drastically reduced. The state has
attempted to keep up by approving a high-speed railway system (at an estimated
cost of $5.6 billion), but it would be far cheaper to address the problem at its
source: continued population growth.

Urban Sprawl

Nationwide and around the state, complaints about urban sprawl are increasing
as population rises. Respondents in a study by the Pew Center for Civic
Journalism named sprawl and traffic, tied with crime and violence, as the most
important problem in their communities.

Florida is now a leading state for urban sprawl. When the Sierra Club rated cities
on sprawl, Florida had the largest presence of any state. Ft. Lauderdale ranked
ninth among the ―most sprawled threatened cities‖ of one million or more.
Government statistics ranked Orlando and West Palm Beach as first and fifth
respectively among urbanized areas with populations between 500,000 and one
million. Pensacola and Daytona Beach were third and fifth among urbanized
areas of their size.

It is unfortunate that discussions of sprawl in the news generally underestimate
several key facts:

• When populations continue to expand, communities must find places to house,
educate, and employ new residents and thus, even the best-intentioned ―smart
growth‖ efforts will eventually run up against population pressures.

• Many people like to get away from areas of concentrated growth and move to
the suburbs, thereby creating even more sprawl. Indeed, history shows that as
population grows, people move further away from the centers of growth.
Eventually, the suburbs of one city begin meeting the suburbs of another city,
which in turn may meet the suburbs of a third city.
While ―smart growth‖ experiments do limit sprawl somewhat, sprawl can never
end as long as population growth continues.

THE Environmental Impact

Housing developments have invaded the wetlands that used to cover much of
the central and southern part of the state. As conventional infrastructure
development destroys the natural habitat for so many species, entire animal
populations, including the Florida panther and the manatee, are rapidly
disappearing. Pollution and disruption of natural water flows have dramatically
reduced populations of wading birds and other species, damaged the Florida
Keys reef system, and degraded fisheries in Florida Bay.
Florida’s population growth and its accompanying urbanization, flood control, and
draining of swamps for development are killing the Everglades. ―Half the original
Everglades has been swallowed by development; much of the rest, an area the
size of Delaware, is dying of thirst,‖ reports The Washington Post. The state’s
building boom has moved closer and closer to the Everglades. Hendry County, in
the middle of the Everglades, had a population of 6,051 in 1950; by 1999, it had
surpassed 29,000.

Not only are the wetlands disappearing; Florida loses 450 acres of forest and 410
acres of farmland to development every day. In 1969, Florida had 14 million
acres of farmland. By 1992, it had lost almost half.

Population drives water consumption as well. ―It was forecasted 26 years ago
that there wasn’t enough water in the Peace River to meet the population
demands,‖ Southwest Florida Regional Planning Council executive director
Wayne Daltry told the Sarasota Herald-Tribune. Florida did not listen. Today, the
state’s reservoirs are severely depleted. In some parts of the state, the water
shortage is so bad that the city and county governments have fined some
residents and ordered them to appear in court for violating water-rationing rules.

―Today’s water crisis may be only a precursor,‖ notes the Miami Herald. A
doubling of demand for water over the next twenty years is highly probable.


The company believes that a smart-tram system would have minimal infrastructural impact since the smart-
tram cable system requires far less infrastructural development than do roads, highways, streets and
railways. The Smart-Tram environmental infrastructure would affect Miami and Dade Counties and the
outlying regions only minimally and this company would apply it to any part of the state of Florida. The
company's traffic relieving capability would yield significant improvement. This is good for these
counties, which need to reduce traffic congestion without risking clean water or harming the environment.
The financing for construction of this project would be far lower than that of the rail system or that of
building more roads and highways. Indeed, the principals of this company even wonders why Florida had
not even thought of this intricate smart-tram system, especially for Miami Florida. It would be far less
costly to build, and far less costly to the environment, while relieving traffic congestion at the same time.
The company advises that for Miami Florida, and for the state of Florida, that the State consider an
alternative mode of transportation (The Smart Tram) for at least the densely populated cities of Florida.

From these two statistics: The ones for New Orleans, Louisiana and for Miami, Florida
the company determined that New Orleans and Miami Florida would be chosen as either
alternative choices for the tram project or additional choices.

                             OVERVIEW OF PROJECT
The company would take into consideration delegated stops to key destination points for
the following: Such as executive suites, hospitals, government buildings, police stations,
shopping centers, bus stops, main intersections of residential areas, skyscrapers, libraries,
restaurants, with one main highway path that has tributary routes which subsequently
have off-ramp destination routes and onramp departure routes connecting to their
respective tributaries; thus becoming the alternative strategic mode of transportation to
spots that people go to. Computer operated or as well as manually operated signaling for
users to signal on the gondola where the next stop is that they want to get off. The
Gondola would then move down the main highway of the gondola until nearing an off
ramp route to the final destination. The destinations would be the different shopping
malls, the hospitals, the clinics, the banks, executive suites, industrial areas,
manufacturing plants, or shopping malls, residential areas or etc, based on
demographically proven popular destination spots. (Also, near bus stops). Gondolas
will come equipped with 3 bicycle or 4 bicycle racks outside the gondola as well, for
those who want to travel part way by bicycle. Perhaps an extra $5.00 to use the bicycle
racks, OR perhaps provide that free of service. The company will provide a 360-degree
camera beneath each gondola to give riders a panoramic view of the route. The off ramp
and Onramp routes can optionally be a dual purpose of joyride and transportation (IF this
is worthwhile to implement), at each intersection of the Main Highway, there is a
switch box that switches the Gondola to go onto the Off ramp if the Gondola sends a
signal to the Switchbox to open Off ramp route. Perhaps the Gondola CORD can be a
Metallic CORD with Magnetic capability to REDIRECT the Gondola to the OFF Ramp
Perhaps the OFF Ramp ROUTE can be a minor route that Branches OUT again, to the
Destination off Ramp Route. Then, with those switchboxes, allow the Gondola to get to
that destination. The Onramp Route from Destination to the Mini Route leading to the
Main Highway would be simpler. The Gondola, getting back on, sends signal to open
Switch box to let Gondola through; Then, again, to let Gondola through to the Main
Gondola Highway. After this, the Gondola sends signal whenever a passenger presses a
button to get to a specific destination.

The company could also implement a program that for all those who purchase a yearly
pass, or permanent pass, that their points of destination would become a specific point of
destination; again, only if this works in conjunction with reducing traffic. Not simply
because some company pays for a yearly pass or permanent, pass.
In addition, the company needs to consider not only all building and construction codes
involved in building this tram project, but also consider transportation authority rules and
regulations to be compliant to all transportation laws in Henderson County and Las
Vegas. The company would also like to work in conjunction with Henderson County
Transit authority to meet their guidelines as a Public Transportation Service. access for
the Handicapped, special deals for people going to and from work to companies that do
not pay tickets in advance, perhaps, perhaps some of the charitable contributions would
go towards providing transportation for the poor to get to hospitals, places of work, or to
the bank, or to a housing community for the same.
(Also, interject this up above this paragraph to Destination On or Off Ramps. If the
destination is to a theme Park, the Route leading to a Theme Park could itself be a joyride
on the way there. The company would need to meet all safety and transportation rules
and regulations to provide this safely.

This Tram Project provision of public and private transportation constitutes its core
business, providing an alternative mode of transportation to the same destinations people
attempt to reach by car or bus, but find cumbersome due to traffic congestion. It provides
an interactive platform between gondola user and the transportation automation system
for the user to select the destination that they want, and for the Gondola Service itself to
bring them to that destination, without the user having to figure out how to get to the
destination. The Tram is equipped with all the necessary technology to be user friendly
and safe to use for travel. There will be a series of safety devices, which will make the
Tram easy to use for all with its audio instructions and outdoor signals. The user selects a
button on the tram to indicate the final destination. The tram simply takes the On Ramp
to the main highway, and from there, acting as a Smart Tram goes to the chosen
intersection leading to the tributary, then latching on to tributary cable, and then letting
go of the main highway cable, it continues traveling until it reaches the desired
destination off-ramp. At this destination off-ramp, it repeats the process of switching to
that off-ramp, and then flows with the cable to the destination. The gondola stays there
until a customer gets on to the gondola to go to their destination. The user presses the
button, and the Gondola takes off. It signals to the Onramp departure switch to take off.
It signals to the Main Onramp switch to let Gondola Pass through. It signals to the Main
Highway switch connecting to this specific main on ramp, to let the Gondola pass
through. The Gondola, upon having Gondola traffic clear (Perhaps there can be a stop
command that switches, much like traffic lights.), THEN when ready, it flows onto the
main highway. Then it flows down the main highway, based on the engineering team‘s
recommendations. Upon nearing the main off ramp for the eventual destination point, it
sends a signal to that specific switchbox to let the electronic gondola that is on a metallic
insulated cable come through. The company is considering two options for this; the
underside exposes the metal either so that the gondola can send & receive signal, or the
engineers could set this up to communicate remotely. The switchbox then directs the
Gondola to take the Main off Ramp. The Main off ramp curves towards a set of
destinations. The gondola then sends signal to the appropriate switchbox that tells that
switchbox that this Gondola selects it for taking the destination off ramp. This
destination off ramp then circles to the destination. Circling to the destination is used, so
that the Gondola does not have to stop to get onto the main off ramp and then the
destination off ramp, but can simply continue moving as it slows down to the destination.
The curves are instead of intersections where it would have had to slow down since the
momentum would have to go to ZERO if sharp turns of right and left were required.
Circular movement to destinations allows the velocity to slow down slowly.

  Regulatory Considerations and Observations will be assessed and considered by
             engineering staff. Project will be tailor-made accordingly.
                franchise would be based on this prototype initial project.

    Long Term development nationwide or worldwide
This tram project will serve also as the prototype for future tram projects the company
intends to develop for providing alternative transportation.

The company estimates that the market size for this tram project is directly proportional
to the market size for Global Parking Solutions. (OF course, the company does not
mention this name here, but this is for the company‘s feedback). The market size in Los
Angeles, San Diego, San Francisco, Seattle, Tokyo Japan, Bei Jing ZhongGuo, Taipei
and Tainan (Taiwan), Manila Philippines, Krung-Thep Thailand, Sydney Australia,
Houston TX, New York NY, Chicago, IL, Las Vegas NV, and all other major cities and
thoroughfares will need these trams.
THE LENGTH OF TIME OF DEVELOPMENT is approximately 1 year. The company
feel this Smart Tram is the absolute solution to a quick expedient resolution to the current
traffic challenge and will provide the long awaited transportation all the population of
Las Vegas is in desperate need of without the hassles of torn up streets and obstructions
presented with building and re-structuring of thoroughfares.

REVENUE SOURCES and PROJECTIONS (From advertising, Billboards, Membership
fees, franchising, licensing, and theme parks).
More details on this in Exhibit B. The company feels that the advertising fees by
billboard signs on the company‘s Gondolas will become a significant part of continual
revenue, and perhaps the largest factor in Revenue stream. The billboards would be on
each side of the Tram, and even on the bottom of each gondola. The billboard
advertising and the internet advertising will perhaps prove to play a significant part of
Revenues for GSA Smart Tram revenues, but estimates of these revenues (are / are NOT)
included in the revenue projections set forth in Exhibit B to this Memorandum. If
necessary for competitive reasons, the marketing infrastructure can substantially reduce
the traveling tickets, or membership fees or monthly tickets due to the significant
revenues from advertising fees without a reduction of the overall revenue projections set
forth in Exhibit B.
The assumptions regarding GSA Tramway tram tickets and periodic passes (day, weekly,
monthly, yearly passes) include:

   (a) _______% subscriber retention rate for periodic subscription to member tickets;
   (b) _______% of those who repeatedly use new tickets on daily basis
   (c) Conservative rates of growth for weekly, monthly, yearly, or permanent passes
   (d) Growth past the year 20___ will follow a standard market saturation curve,
       slowing the projected rate of growth down to ____% per month; and
    (e) Costs of future development of further trams in other areas of the country;
   (although licensing and franchise fees may take this place instead; with future
   licensees or franchisees funding their own projects or receiving funding from the
   company‘s sources. This is to be determined.

                  Market Penetration Expectations
    The company objective is to provide tramway transportation in all areas of the country
(and the world), that has slow traffic due to traffic congestion. To build tramways as
alternative modes of transportation, and a mode of transportation for the elderly and for
all those who cannot drive due to financial reasons or due to Dept. of Motor Vehicle
regulations. The main objective is to provide routes to commonly chosen destinations to
include places of work, and to have entry points in enough places for time of travel to
surpass that of privately owned vehicles.
The company estimate that from the time of the planned initial launch, the GSA will
attract active and continuous travelers by a very broad range of types of travelers; those
who travel to and from work, to and from shopping centers or restaurants. Etc. Those
who will use this system will be those who do not wish to fight traffic, those who need to
travel quickly to their destinations but otherwise cannot and those who prefer not using
the monorail or existing trams because they do not reach the destinations of their choices.
For this latter part, the company can designate certain trams that are for one or two
individuals or for one family as an express tram at higher cost. The company also
intends to provide enough trams to compete with the versatility of privately owned
vehicles. These trams are also great for the elderly and for those who do not have a
license to drive or have a restricted license to go to and from work, and for those who
could not afford a car. The company has plans to provide enough routes on the trams to
surpass provisions for busses and bus stops. In addition, the push button technology for
the tram erases all need to figure out which bus to take and which bus route, and which
interchange to wait at for the next bus. With the push button technology, the traveler
selects their final destination. The company intends to implement a system that can
calculate the closest destination off ramp to a location the traveler selects. (This would
allow someone to select a destination that the tram system does not provide, BUT can
calculate to being closest to a destination the tram system does provide. The company is
considering using an electronic board with the design of a Map on it, so that the customer
only needs to place his finger on the Electronic Map and by doing so, the tram
automatically select the main off ramp and the destination off ramp for the tram. This
erases all need to figure out which tram to take, getting off of a tram to get on to the next
one, or from having a tram system that has to slow down frequently to wait for the other
trams to get to their locations. The company could also implement a system that simply
signals to the individual cabin whether to slow down to take a main off ramp or not, due
to the traveler‘s own visual determination. In this case, a button ONLY is for signaling
the travelers request to use the very next off ramp. A system can also be in place to
allow a traveler to erase a destination selection, and create a different one; but only for
cabins set aside for those who are only using the cabins individually. The system will
also be able to move empty tram cabins to various locations upon the request of
passengers. In this particular case, the system signals to the trams that are empty, looking
for the nearest such tram and executes a command for it to leave its departure point and
providing it directions to the next arrival off ramp. This will also protect against having
too many tram cabins in one location. ) THEREFORE, in addition to having this
system, the destination points will have a Tram Parking LOT, for the trams to be
stationed for all trams that no one wants to use at the time. These trams will sit there
empty until someone wants to use them. Then, these trams move from the tram parking
lot to the departure onramp. After that, the tram signals to the departure onramp to take
off, and then signals to the main onramp to let it pass through, then it signals to the main
highway to let it pass on the main highway. When it is time to reach the destination, it
signals to the desired main off ramp of the traveler to start taking a specific main off
ramp, and then it signals to the destination off ramp to let it pass through there.

U.S. Patent Claims - There are currently no patent claims at this time. The company does
have a patent lawyer on staff, Vinod Doddamani, who will investigate into this matter.
The company does have in place proprietary system developments for the mechanism of
this project and the company‘s engineers will schedule times for plans to be drafted.

Alternative Means of producing the Tram - an alternative means to developing a cable
operated tram, is an upper rail operated tram. With an upper rail operated tram, the
company can have a switch system that simply moves a lever from left to right to redirect
the tram and its destination. Another form of this tram could be underneath rails instead,
but this may prove to require more infrastructure building. If the company can develop
reasonably well, a cable operated tram system that can also allow a tram to get off at a
main off ramp, and then at a destination off ramp with little or no problem, then this is
what the company will select, as it requires minimal infrastructure development to use a
cable operated system. The company will have engineers investigating into how one
could develop a cable operated system could be developed in this way. It is clear that if
one were to develop such a system, the cabin would need to be able to have its entire
weight supported by its connectivity to the underside of the cable so that it can smoothly
move through the switch location onto the main off ramp and then the destination off
ramp without having to slow down. If the cabin needs to have its upper part completely
around the cable, then it will need to stop at the desired interchange and wait as it
connects to the next cable. I believe that this will need to be on some sort of an upper
rail system that can flex like a cable, be able to support the weight of the cabin, and
thereby enable the cabin to move to the respective off ramps at reasonable speed. a cable
system can still accomplish this, but to do so, there would need to be a sophisticated
system in place that contains TWO cabin arms, one to let go and lower itself and the
other one to latch on and raise itself, and a third one to hold temporarily to both as it is at
the interchange location. Then one the next arm is holding onto the off ramp cable, then
the arm holding two cables lets go. Now, both the main highway cable and the off ramp
cable are moving parallel to each other to affect this. There will be a safety system in
place to guarantee that when the cable arm lets go of the cable, the OTHER cable arm is
holding onto BOTH cables. Then when the main cable arm moves to hold onto the off
ramp cable, latches in securely, and sends signal indicating that it has done so, then the
cable arm holding BOTH cables releases; and the cabin will then follow the off ramp
COMPETITION - IF the company implement the above strategy and intentions, then the
company‘s competition will not be nearly so strong. The Monorail, the tram, the bus
systems have their strengths and weaknesses. Currently the bus system needs to stop at
every bus stop just about, and only follows certain routes. It also has to go through
traffic. The Monorail only goes along its rails only to certain destinations. It generally
must stop at those destinations. They may be far from where a person may want as their
destination. Furthermore, they must wait for the next monorail. The current tram only
takes a certain route and at best only stops at certain locations whether chosen or not.
These are great for those whose destination is close by, but not for those whose
destinations are not. Furthermore, because they do not have off ramp technology, each
cable will have to be for a brand new location. With THIS technology however, the
company can minimize cable runs to certain locations by having them work within a
system mentioned above. The cost of development on the company‘s part would be
much less, per location, as the company will need less cable. If the cost is similar due to
having to have the same amount of cable, it will belong to a system that runs with speed
precision to enable cables to move at same speed so as to allow a transfer from main
highway to off ramp way. Current cable cars do not provide reasonable transportation
to desired destinations without having to go a long circuitous route to about every place
just to get to that destination, or to build so many cable routes to accommodate departure
and arrival accommodations. The above technology allows the cable system with
minimal amount of cable to allow a cabin to move from desired departure to desired
arrival with ease. The company feels that such technology will outdo the competition,
which currently does not use this technology for either cable, or rail. Only one system, a
rail system uses this technology at West Virginia University, and only in a limited sense:
For destination locations on campus.
Strategic alliances & Partnerships – Strategies the company intends to form strategic
alliances with several Transit authorities, such as Orange County Transit authority, Los
Angeles Transit authority, Henderson County Transit authority, etcetera… and with
Atchison Topeka and Santa Fe, and others. In addition, the company are considering on
utilizing the company‘s strategic alliance with Global Parking Solutions, applying their
service for parking cable cars that await customers to board them.

RISK Factors -

  An investment in the Units is highly speculative and involves substantial risks. You
should carefully consider the risks described below, as well as the other information in
this Memorandum, when evaluating whether to make an investment in these units or not.
If any of the following risks actually occur, the company‘s business, financial condition
and results of operation could be materially and adversely affected. In such case, you
could lose all or part of your investment. You should not invest in the Units unless you
can afford the loss of your entire investment.
   The company invites you and your advisors to ask questions and to request information
about the terms and conditions of this Offering for purposes of evaluating the merits and
risks of an investment in these Units. The company will provide such information to the
extent the company possess the information or can acquire it without unreasonable effort
or expense.

Operations and Company Risks - The protagonists of the company have only partially
evaluated its business prospects because the company is a development stage company &
because the company has some information on demographic usage of current
transportation systems.

      Because Smart-Tram does not yet have an operating history and will sponsor a novel
development of a smart-tram system, it is difficult to assess growth rate and earnings
potential accurately. It is possible that the company will face many difficulties typical to
development stage companies. These may include, among others: developing new
services; developing a smart-tram transportation service (that uses cable-rails to allow a
tram to switch from main highway to main off ramp & to the destination.). No one has
implemented this type of gondola tram system before, and it is difficult to assess the
durability of a cable rail and switch network. IF instead of a stationary cable-rail, the
company has a movable cable, the invention of the retractable cable arm poses a serious
unknown as to safety, durability, and mechanical repair and replacement factors involved.
If it is the stationary cable-rail system, the cable remains flexible to support the weight of
the car, but has concave indentations for setting up the cable car on an upper rail. An
overhead rail system for cable with the cable arm latched on the inside is difficult to
determine the safety and reliability thereof. Tests have not been conducted on this
system. Usually rails are underneath and require infrastructure build out; this would be
the first time a rail, (whether in the form of a cable rail or not) has been designed as
overhead, to support the weight of the cars, and guide these cars down the main highway,
the main off ramps or tributaries, and the destination off ramps. Henceforward the
company will call them Main Highway, Tributaries, and off ramps.
Other difficulties with the company‘s Company: Delays in reaching the company‘s
goals, unanticipated start-up costs; difficulties recruiting and retaining qualified
employees for management and other positions. The company may face these and other
difficulties in the future, some of which may be beyond the company‘s control. If the
company is unable to address these difficulties successfully as they arise, the company‘s
future growth and earnings will be negatively affected. The company cannot be certain
that the company‘s business model and plans will be successful or that the company will
successfully address any problems that may arise. It is possible that you could lose your
entire investment.

The company may incur significant losses and there is no guarantee that the company
will ever become profitable.
         It is planned that the Company will initially sustain operating losses. The
company‘s ability to become profitable depends on the company‘s ability to successfully
develop and market Smart-Tram services. There can be no assurance that this will
occur. The problems and expenses often encountered in offering new and unique (smart-
tram) transportation service may affect whether the company are successful.
Furthermore, the company may encounter substantial delays and unexpected expenses
related to development, technological changes, marketing, regulatory requirements and
changes to such requirements or other unforeseen difficulties. There can be no assurance
that the Smart Tram will ever become profitable. It is likely, but not certain. If the
company sustains losses over an extended period, the company may be unable to
continue the business.
The company’s future revenue and operating results are unpredictable and may fluctuate
significantly towards upper numbers based on growth revenues of familiarity of this
transit system and more frequency of users.        It is difficult to forecast the company‘s
revenues accurately and operating results and they could fluctuate in the future due to a
number of factors. These factors may include, among others: the company‘s ability to
develop and win the transportation and manufacturing and engineering industry‘s
acceptance of Smart Tram services. The amount and timing of operating costs and
capital expenditures related to the development and growth of the company‘s business. It
could also be affected by competition from other market venues that may reduce market
share and create pricing pressure. It may be caused by obsolescence due to outside
factors: such as job losses of a massive number of people, earthquake or tsunami.
Technical difficulties with operations of the smart trams and adverse changes in general,
economic, industry, and regulatory conditions and requirements could strongly affect the
outcome. The company‘s operating results may fluctuate from year to year due to the
factors listed above and others. At times, these fluctuations may be significant.
The Smart Tram represents a new transportation business model and is unproven. It may
fail to gain market acceptance. although the business of providing gondola tram
transportation to travelers is a well-established and successful business model, the unique
technology and range of services (tram can take you directly to any destination of choice
regardless of which tram car you use), is an unproven business model. There can be no
assurance that the planned smart-tram service will attract or retain sufficient membership,
usage and activity, or will ever generate revenues or profits form operations, and the
Company has no current plans to develop any other source of revenues.
The company may not be able to create and maintain a competitive advantage, given the
rapid technological and other competitive changes affecting transportation worldwide.
The company’s success will depend on the company’s keeping pace with any such
     The markets for which Smart-Tram will provide its transportation service are
characterized by changing technology, evolving industry standards, possible
enhancements to existing services, and changing customer demands. These market
characteristics … In addition, the widespread adoption of this new form of technology
may require substantial expenditures to modify or adapt its services or infrastructure.
The Company‘s future success may depend on the ability to respond adequately to
changes in technology and customer preferences could have a material adverse effect on
the Company‘s financial condition, operating results, and cash flow.
The company may be unable to establish the company’s patent, or once obtained,
maintain the company’s patent and other proprietary rights and the company may
unintentionally infringe on the proprietary rights of others.
  The company‘s success may depend in part on the company‘s ability to effectively
protect the company‘s proprietary rights, including obtaining patent protection for the
company‘s planned technological advance on the company‘s transportation services and
preserving the company‘s trade secrets, as well as the company‘s ability to operate
without inadvertently infringing on the proprietary rights of others. To a significant
degree, GSA Smart Tram planned operations and services incorporate GSA's smart-tram
future patent claims. It has yet to file a patent on this type of technology. There can be
no assurance that (i) any patents will be issued from any pending or future patent
applications, (ii) the scope of any patent protection will be sufficient to provide
competitive advantages to the Company (iii) any patents the company obtain will be held
valid if subsequently challenged; or (iv) others will not claim rights in or ownership of
the patents and other proprietary rights the company hold. Unauthorized parties may try
to copy aspects of the company‘s products, services and technologies or obtain and use
information the company consider proprietary. Policing the unauthorized use of the
company‘s proprietary rights is difficult. The company cannot guarantee that no harm or
threat will be made to the company‘s intellectual property. In addition, the laws of
countries other than the United States are not expected to protect the company‘s
intellectual property rights to the same extent, as do the laws of the United States.
      Administrative proceedings or litigation, which could result in substantial costs and
uncertainty to the Company, may be necessary to enforce the company‘s patent or other
intellectual property rights or to determine the scope and validity of the proprietary rights
of others. There can be no assurance that third parties will not assert patent infringement
claims in the future with respect to the company‘s products, services, or technologies.
Any such claims could require us to enter into license arrangements or result in litigation,
regardless of the merits of such claims. No one can currently assure that the company
can obtain any necessary licenses or that it can obtain them in a timely manner or on
terms favorable to the Company and its Members. If the company is unable to obtain any
required licenses, the company may not be able to commercialize the company‘s products
in certain markets, which would reduce the company‘s potential revenues. Litigation
with respect to any infringement claims or any other patent, or intellectual property rights
could be expensive and time consuming and could have a material adverse effect on the
company‘s business, operating results and financial condition, regardless of the outcome
of such litigation.
The company may be unable to attract and retain qualified employees or key personnel.
  The company‘s future success depends on the continued services and performances of
key management, consultants and advisors, and currently does not carry key man life
insurance. The company plan to secure key man life insurance immediately upon
funding of this project (on the assumption that this project would be fully funded),
otherwise, whenever sufficient working capital is available to the Company. In addition,
the company‘s future success may further depend on the Company‘s ability to attract and
retain additional key personnel and third party contractual relationships. For example,
the Company will be dependent on specialized technical personnel to operate, maintain,
and upgrade GSA Smart-Tram‘s, which cannot be assured. If the Company were unable
to attract and retain key personnel and third party contractors, this would adversely affect
the company‘s business, financial condition, and operating results. The company plan to
secure key man life insurance when sufficient working capital is available to the
Acts of domestic terrorism and wars may significantly and negatively impact general
economic conditions, the transportation industry and the company’s financial condition
and operating results. Because of global terrorism and related wars, and previous
recession, over the past few years, there has been a significant reduction in private equity
investment in development stage companies such as GSA Smart Tram. If the initial
investment of $100MM is obtained, the company do not foresee any problems with
growth of the company, unless unforeseen events such as: future acts of terrorism, civil
disturbance, war, riot, epidemics, public demonstrations, explosions, freight embargo‘s,
governmental action, governmental delay, restraint, or inaction, quarantine restrictions,
unavailability of capital, equipment, personnel, which the company are not able to
reasonably anticipate. Terrorist acts and acts of war may cause a slowing of the
economy, and in turn, reduce the demand for transportation, which could negatively and
significantly influence the company‘s ability to continue to provide working capital for
further development and future operations of GSA Smart-Tram. It is not possible to
continue to provide working capital for further development and future operations of
GSA Smart Tram. It is not possible to determine the long-term adverse impacts, if any,
of future acts of war or terrorism in the United States or worldwide on the U.S. Economy,
and on the company‘s business, operating results, or cash flow.

The memorandum contains pro forma financials and financial projections that involve
significant uncertainty.
The company also may have Tax Risks - Risks of audit, possible disallowance of
various deductions, allocation of net income and net losses, Potential limitation of net
loss, changes in federal income tax law.

           The following sets forth certain information about the estimated use of the
funding proceeds, based on the funding amount of $100,000,000. The net proceeds the
company receives will depend on the actual funding. The company reserve the flexibility
to redirect any portion of the proceeds either among the items referred to below, or to
such other expenditures that the company & the humanitarian funding source, consider to
be in the best interests of the Company rollout for this project. The planned use of
proceeds shown is subject to change based on the actual net proceeds received for the
funding, modifications from funding source, actual expenses, changes in general
business, economic and competitive conditions, timing, and management discretion, each
of which may change the amount of proceeds expended for the purposes intended. If the
funding is fully subscribed, the anticipated net proceeds are estimated at approximately
$100,000,000 to $102,000,000. The company estimates that the net proceeds of this
offering will be sufficient to achieve positive, self-sustaining cash flow from operations.
Use of Proceeds                                  amount
Technical Development & Operations               $51.2 Million
General & administrative                         $17.4 Million
Marketing and Project Development                $31.4 Million
Reserves (Optional)                              $2.00 Million
Total                                            $102.0 Million
The following Financial Projections are for the Smart-Tram project if the company
should implement this in Las Vegas Nevada. The company estimates that these
projections would be reduced by 50% to 70% if applied to Miami Florida or to New
Orleans, Louisiana. The per capita income in Miami is one of the lowest in the nation,
and New Orleans has major reconstruction needs; prohibiting a clear picture of revenue
streams for New Orleans. If major reconstruction should take place in New Orleans, the
reduction could go from 70% reduced the first year to 30% reduced by 2012. All of this
is speculative however.

                                 Financial PROJECTIONS
amounts in $MM                                               2009       2010      2011      2012
Gross Revenues                                               1,598.00   2463.00   2904.00   3006.00
Humanitarian Project Development, Marketing and Sales        423.70     653.05    769.97    797.02
Technical Development, R&D and Operations                    690.34     1064.02   1254.53   1298.59
General & administrative (Including principals of company)   304.38     469.14    553.14    572.57
Donations to other humanitarian projects                     172.58     266.00    313.63    324.65
Total USE OF PROCEEDS                                        1,591      2,452     2,891     2,993

Notes: We base these projections on full project launch somewhere in 2010; a later
launch date will require appropriate adjustment of these projections. We can provide an
updated prospectus upon request. Totals may differ from sum of displayed numbers due
to rounding. These projections are based on various assumptions. No auditor has
examined, compiled or performed audit procedures for these projections.

Management & advisors

  The current GSA Smart Tram management is experienced professionals in technology,
law, finance, and the company plans to implement into this company key personnel &
members of the advisory Committee to the Board of Directors of GSA Smart Tram who
will also be experienced professionals with extensive expertise in technology, law,
finance, business administration, mergers and acquisitions, rollovers, and startups. The
company plans to work in conjunction with the humanitarian funding source to
implement the right team for this project. The company has experienced professionals on
the company‘s list to contact and the company is willing to hire any that you deem
qualified for this project.

The company gives here a low-end estimate of $ 475MM, based on a total number of
visitors per year for Las Vegas. The company estimate half this for Miami, Florida, and
an upward trend from perhaps half this to perhaps the 70% of this for New Orleans,
High end Estimate of $2.5BB based on the entire Las Vegas population daily using the
tram, of whom perhaps 90% would use the tram on a daily basis.

We estimate the Skyline Restaurant Sales at $ 50,000,000 per year, based on gross
sales before we take into account the cost of goods sold. We also base it on the customer
flow that Stratosphere Top of the World restaurant had in its first year of operations in
1997, and on the fact that the Skyline Restaurant will also provide a panoramic view of
Las Vegas from within the Theme Park with easy access to all amenities including the
Smart Tram. The theme park and skyline restaurant are only being considered for Las
Vegas Nevada. The company is open to consider this also for New Orleans, Louisiana
and Miami Florida. The company is also open to any changes that you deem appropriate
for Las Vegas Nevada.

The Butterfly theme park revenues are estimated at $590MM per year based on
average ticket sales of $15 per day per visitor selecting one short ride and a couple of free
tokens and based on the number of visitors that visited Las Vegas in the year 2007.

Ticket Shows: $25/person would yield close to $500MM per year, based on the
assumption that about 50% of all visitors to Las Vegas will go to this show. This does
not include the residents of Las Vegas.
Concession Stands: Conservative Estimates of Revenues are $5MM


              CITY OF LAS VEGAS.
   Table OF PROJECTED REVENUES FOR Las Vegas Smart Tram

                  2009              2010      2011   2012

GSA Smart Tram
Current assets
Notes Receivable
Other Current assets
Fixed assets
Furniture, fixtures, leasehold improvements
Hardware / Software
Materials for building tram network
Real Estate
Total Fixed assets
Other assets
Intangible assets
Organization Costs
Start up costs
Total Other assets
Liabilities and Holder‘s Equity
Current Liabilities
accounts Payable
Other Current Liabilities
Total Current Liabilities
Total Liabilities
Unit Holder‘s Equity
Contributed capital
Total Equity
Technical Development and Operations      Tbd   Tbd   Tbd   Tbd   Tbd
Development Personnel                     Tbd   Tbd   Tbd   Tbd   Tbd
Operations Personnel                      Tbd   Tbd   Tbd   Tbd   Tbd
Hardware & Software                       Tbd   Tbd   Tbd   Tbd   Tbd
Construction Material -                   Tbd   Tbd   Tbd   Tbd   Tbd
Engineering                               Tbd   Tbd   Tbd   Tbd   Tbd
architectural Design                      Tbd   Tbd   Tbd   Tbd   Tbd
Setup and Supplies                        Tbd   Tbd   Tbd   Tbd   Tbd
Manufacturing                             Tbd   Tbd   Tbd   Tbd   Tbd
Environment                               Tbd   Tbd   Tbd   Tbd   Tbd
Licensing, Franchising                    Tbd   Tbd   Tbd   Tbd   Tbd
Contingency                               Tbd   Tbd   Tbd   Tbd   Tbd
Subtotal Technical/Construction,          Tbd   Tbd   Tbd   Tbd   Tbd
Manufacturing & Engineering
General & administrative                  Tbd   Tbd   Tbd   Tbd   Tbd
Executive Management and administration   Tbd   Tbd   Tbd   Tbd   Tbd
Legal, Professional Services & Patent     Tbd   Tbd   Tbd   Tbd   Tbd
Business Startup and Setup costs          Tbd   Tbd   Tbd   Tbd   Tbd
Subtotal General & administrative         Tbd   Tbd   Tbd   Tbd   Tbd
Total Expenses                            Tbd   Tbd   Tbd   Tbd   Tbd
Pretax Profit                             Tbd   Tbd   Tbd   Tbd   Tbd

   Conservative Estimated Revenues from Ticket Sales

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