NATJ

    Representing the free market and standards in
    the U.S. taxicab, shuttle industries.

    

Section I

Taxijustice™ represents the constituents of the American taxicab industry that is the citizens, our business and our visitors. It is a free-market concept based on the London model of open entry, high knowledge standards, and infrastructure financing of the individual owner/operators' small businesses.

This is an all encompassing model not another entrant in a black market field. It is an open entry to all with high standards, and infrastructure financing for all who in the opportunity pool rise through tutoring, training and testing to the standards. As worker bees and alpha rats they bring productivity to service to the people and income to their own small businesses. This benefits all in our society.

It is supported by a Taxicab built as a taxicab with an energy source that in milestones will achieve 500 MPG; a nationwide state of the art communications system using data based third generation cell phone technology (fiber optic/broadband and wireless in the light spectrum) to connect taxis throughout America to their customers in two (2) minutes.

These centers will cover four (4) time zones across America with automated telephone answering; global positioning service to match taxi to customer request, main frame computer and third generation cell phone technology to communicate with the taxis in the light spectrum (digital data not voice). This data form is where speed is capacity. The GPS is to connect the taxi to closest request (productivity) not for navigation as this destroys productivity. This actually brings lowest possible price through enhanced productivity. The London model price would be the lowest workable platform.

These operations center not only connect taxis with customers but records all transactions so that earnings records are produced in the form of 1099's and this justifies financing from the capital markets in excess of $100 billion.

Today America is a country of monopolies formed into a cartel in Kensington , MD (ITLA). They are closed entry with no standards. The certificate (PCANS) become de facto property in violation of the constitution's ninth (9) and fourteenth (14) amendments. They operate in a black market world of monopoly power. They are municipally sponsored criminal conspiracies.

The objective of the certificate owner is to get the least qualified driver (operator) behind the wheel and thus confiscate his/her earnings. Monopolies do three things: confiscate the worker's earnings, reduce service to the people and evade taxes. The taxicab industry in America does all these. It is outside of the moral, social and economic life of the nation. The Eastern European central command economics did not collapse because we ideologically opposed them; but because they didn't work; with investment from the capital markets, taxes paid, standards enforced we would have in revenue a $500 billion system that would serve the people and enrich the worker bees and alpha rats that drive its productivity. In a ten (10) year window over twenty (20) years it would produce $one (1) trillion in taxes happily paid by satisfied citizens.

This is a nationwide program based on geopolitical areas of open entry, high knowledge standards and infrastructure financing.

The non-profit NATJ/Taxijustice™ will make the five (5) arguments for a free market taxi system: social, moral, economic, constitutional and environmental. This will be followed by the for-profit that will tutor, train and test the owner-operators (3T's), finance the vehicles, sell insurance, operate the high-tech centers, collect income from the cashless system and disburse same to the owner-operators and as taxes collected to the appropriate agencies.

We are recruiting stakeholders who will participate in both the non-profit and the for-profit. Stakeholders will be force-multiplayers and receive equity stakes in the for-profit.

This replaces a victim system with a nationwide individual ownership system.

GLOSSARY: Terms Central to the Analysis of this proposal:

Standard: Something that is established by authority, custom, or general consent as a model or example to be followed (Webster's Unabridged).

Meter: An instrument for measuring and recording the amount of something as it flows (Webster's Unabridged). In a taxicab: the accepted medium for measuring time and space which is what a taxicab is selling.

The Three T's: Training, tutoring, and testing; the bedrock of the essential standard for owner-operators. Qualified drivers would advance through the three T's to the second and third levels: elite and master elite.

Concept Cab/Shuttle: This vehicle would be a mini-van driven by advanced qualified drivers. It could operate as a taxicab or as directed by the Operations Center become a shuttle which would spend 50% of its time in outlying wards providing shuttle service at reduced group rates and 50% of its time as an airport shuttle. This would be the top money grossing work.

Global Positioning Service (GPS): Commercial Satellite or land based systems used to locate and identify all taxicabs in the system. There are many companies that provide this service so they are becoming increasingly commonplace. The ability to identify all taxis in service is at the heart of the system.

Time & Space: The cab customer is purchasing this; the space inside the cab with a driver for a period of time and over space (distance). No surcharge; London fare is $2.50 to get in and .33 cents per one fifth of a mile. No LTL (less than load). You rent the whole cab with driver, not one seat.

Certificates of Public Conveyance and Necessity: An artifact of a century ago based on the progressive's aversion to the raw capitalism of the 19th century. Now, like other such adventures gone sour, perverts original intention and creates monopolies where a free-market should reign. The certificates have become monopoly property and the business opportunities mere chattel to the certificate owners.

Deregulation (as in Carter and Reagan at the national level): The administrative process of opening a closed and monopoly market to free-market forces as in the airline and trucking industries in the eighties. In this realm, worth (value) is based on performance and in performance against the ideal model.

International Taxicab and Livermen's Association (ITLA): The cartel of nationwide monopoly interests by jurisdiction. Their members own the certificates of public conveyance and necessity by municipality. Their number is limited and does not respond to market forces. These, like all monopolies, depress service to the people, confiscate the driver's earnings through higher than free-market rentals to the driver and evade taxes. The American taxi system is outside the social, moral and economic life of the U.S.

Vicious Cycle: The socio-economic description of events that feed on each other in a downward cycle to collapse. The cab customer gets poor service, the cab driver makes less money, good cab drivers leave, and the customer gets poor service, less pay, less drivers, less customers, until collapse.

Virtuous Cycle: This is the upward cycle where positive events reinforce each other to success. Standards beget usage, which begets income, which begets higher standards, which begets higher usage, higher income and enhanced driver performance and recognition.

Stakeholders: All active Taxijustice™ members whose activities earn income and credit towards stock options. These members are force multipliers.

Stock Options: Right to purchase stock in the for-profit in the future with cash or work credits.

Force Multipliers: All stakeholders multiply themselves many times over through Taxijustice™ resources and interaction with hundreds of others in their communities.

Cashless System: Taxijustice™'s American Nationwide Model. All payment for these services will be through credit card, debit card, smart card, check card and processed by a wireless 3G communication system.

The Study: Would include micro and macro analysis of America's taxi/shuttle industry. Combining the capabilities of Internal Revenue Service (IRS), Immigration and Customs Enforcement (ICE), Homeland, transportation, energy and Taxijustice's forensic accountants, they would examine tax compliance, immigration status, knowledge standard compliance (vis-à-vis the London Model), I.Q. status wealth accumulation and psychological profile among others; including turnover rate, personnel retention rate and career profile. Since this is a national program centered on the National Taxi/Shuttle industry, which travels on federally funded roads and crosses city and state lines with impunity, we will divide the country into geo-political areas (metro) defined by area demographics. Evaluate service, business viability, tax compliance, wealth accumulation, and legal residency and citizen path execution. The model for this is Wilmer Hale's Bill McLucas with the studies of Enron and WorldCom.

Monopoly Power Revenue Enhancement

1. Confiscates driver's earnings through high cab rentals protected by lack of free-market.
2. Suppresses service to the people. Why serve the citizenry when the only objective is to maximize certificate owners income on a limited number of cabs?
3. Collects all cash from drivers thus evading taxes, plus no opportunity to collect sales tax since monopolies want no records.

This leads to recruiting only low caliber, often foreign drivers, who have little option or ability and no chance to learn. The turnover rate often exceeds 300% per year.

Rental rate is set too high for long survival and development. The monopolies have no mechanism or desire for driver development since the only objective is to confiscate their earnings.

An example is this ad for taxi drivers in the Washington Post:

Free sales seminar.
#1 customer volume.
Late model vehicles.
Health insurance.
Call now: 301-984-0000.

These ads also often say "cash now" or "cash right away".

The rental rate is set too high for long survival; accumulating wealth or paying taxes is out of the question.

Any limit or certificate except on knowledge is monopoly power and thus anti-free-market.

The driver is left with not enough income to pay his taxes or participate in this society. They pay all cash. New York City, the two largest fleet operators, have between 4 and 5 million dollars come across their desk each week — evade taxes.

This is a municipally sponsored criminal conspiracy.

Rental rates for:

Since the monopolies are self-funded, and insurance coverage is dismally low, the incentive is to keep the limit on licenses abysmally low. More drivers would mean higher risk of loss and accident rates. The victim is the public. This depresses service to the citizenry.

In the free-market, standards increase service to the people, longevity of drivers' career and increased number of cabs to serve the public. New York City now has 13,385 certificates (PCANS); with the free-market, the city would be served by 40,000 taxis and with sales, use, property and income taxes, the increased tax collections for New York would be $500 million per year.

The monopolies are a cruel scam played on the city and especially the poor. The opposite of this is open entry infrastructure financing and high standards for the drivers or owner-operators and the vehicle.

NATJ — National Alliance for Taxicab Justice

Representing the free-market and standards in the U.S. taxicab, shuttle and van service industries.

This is a brief outline of the nonprofit (501)(c)(3) that we have founded. The objective is to make the free-market argument by recruiting a cadre of like-minded individuals from established and respected sources such as lawyers, economists, accountants, city planners, architects, management consultants, congressional free-market forces, academics, business and community leaders, and the young leaders of tomorrow.

The arguments are:

Social: the fabric of our society both individually and collectively is rooted in the free-market principles that guarantee equal access to the economic benefits and the fruits of that marketplace.

Moral: the free market society must ensure that to those who risk their livelihood to the free-market forces have guaranteed the opportunity for those participants to share in those benefits as others in this society do. They include owner-operator gain (income) commensurate with other transportation owner-operators (over-the-road heavy hauling, UPS), personal retirement plans, self-financed health plans, paying local and federal taxes and buying and accumulating property.

Economic: the above would bring these owner-operators into the system benefiting the national tax base by a widening of and increasing tax base and a more stabilized society with increased property value. All free-market values would benefit all levels of society.

Constitutional: ninth and fourteenth amendments to the Constitution guarantee free access to all qualified citizens to all business opportunities.

Environmental: the damage done by fossil fuel burning vehicles demands that alternatives, even in increments, be found and applied. The urban motorcar with its clog and crawl demand that alternative transportation options be found. Public transportation with its fixed routes and high cost to the public has failed the twenty-first century. Modern high technology would bring our free-market system to every door.

Argument for Standards/The London Model: proves that these standards greatly improve production and use meeting the above-mentioned public demand.

Develop and Disseminate: a PowerPoint presentation for recruiting membership of all kinds. Write, maintain, and operate a nationwide webpage and email system, including a complaint line.

Join with other nonprofits to pursue the above.

Recruit and tutor present and expected entrants in the above free-market transportation system.

Environmental Statement

It is our objective as this project comes to fruition to eliminate 250 thousand trips per day by vehicles burning fossil fuels at a very high rate. There is in existence today a prototype of a gasoline powered car that gets 100 miles per gallon. There is also natural gas, nitrogen and hybrid engines. We would reach 500 MPG in milestones.

A1. OWNER/OPERATOR

THE OWNER/OPERATOR WORK ETHIC: A PRODUCTIVITY PERSPECTIVE

A few years ago, Dr. Robert Parker, former Dean of Georgetown University's McDonough School of Business reviewed our work in progress and noted three things: A. You need a budget (now in-progress); B. Don't talk income dollars, talk productivity (see below); C. Don't give up (now in-progress).

Potential income is earned by more jobs done per hour and day (productivity) provided by our system's high standards and facilitated by our high-tech Operations Center. That is 6-10 hour days of 40 to 60 jobs per day.

This income is not a function of the fare rate but of productivity. The fare must simply be adequate to fuel the virtuous cycle up and serve the people. If responsible public officials wish to subsidize portions of the ride, then they pay for them out of public funds via electronic benefit transfer cards (EBT). No stealth tax on cab drivers. If government orders free rides, they pay.

A compensation firm such as Watson Wyatt or William Mercer would say that what we describe here is equal to UPS or owner/operator over the road heavy equipment, which is income of $125,000 a year. This is also the London model.

The London fare structure, which is $2.50 to get in, $1.65 a mile in increments, proves adequate. This is a tax income positive public service (utility) venture. If some segments of the electorate feel otherwise, they have tax negative mass transit or personal vehicles as options.

Productivity produces hourly gross income for the owner/operator $30/$40/$50/$60 per hour. The owner/operator assigned to shuttle work would produce $60 per hour. An example: If an owner/operator ran 20 six-block jobs, his income would be $57 per hour. The basis for this is standards and The Operations Center. If we were to characterize the jobs by type, we would have the following in dollar volume with A being top dollar per hour.

1. less than 10 blocks
2. less than 20 blocks
3. airports
4. 50 blocks

That the American cab driver may not comprehend this is only to say that they as cab drivers know little of their own business and its direction and potential in this century. The airport mentality springs from the desire not to haul customers but to do one job and go home (daily income targeting). Raising fare rates merely reinforces the desire not to work or serve the public.

We are now caught in collapse and the vicious cycle downward. That is poor service begets less usage begets less productivity begets less income begets less drivers begets the same cycle downward.

Through standards and our Operations Center we get the virtuous cycle upward. That is standards beget usage which begets productivity which begets higher earnings and income which begets higher standards which begets higher usage which begets higher productivity which begets… London's taxi system has been in the virtuous cycle upward for 200 years. In 1970 there were 7,000 licensed cabs. In 1980 there were 14,000 licensed cabs. Today there are 24,000 licensed cabs.

The owner/operators job description would be as follows:

1. Commit to memory all streets in the geo/political area. Know the corridors in the surrounding area and the communities they serve. Study and testing this would be via Rand McNally CD-ROM with Geofinder program and classroom attendance.
2. Take course and be tested extensively on our telecommunications operations center.
3. Take course and be tested on small business theory, practices and techniques: This would include taxicab laws and regulations, financial reporting, spread sheets, tax code and personal property.

The demands for the operator for this public service to the city exceed those of UPS where the drivers with overtime make $116,000 annually.

The service goal must be supported by revenue. Legislating low fares that economically cannot provide quality service, cannot be remedied by the legislation of quality service.

The owner/operator would reach these high standards through 2 to 3,000 hours of tutoring, training and testing.

A2. THE CAR: TAXICAB

It is our strong belief that all cabs coming into service should be new taxicab "packages": that is, with taxi strength motors and suspension vinyl interiors and A/C directed to all passengers. The initial investment in such cabs could be financed through the central provider described above. In addition, the increased revenue from metered fares would make possible repayment by the owner/operator of the initial capital investment.

We will specify one type of taxi: a five-door minivan with high-ceilings for easy entry and exit. This latter vehicle could also be used as a shuttle, thus capturing the D.C. airport shuttle business. The body of the taxi would be composite material for lightweight as described by Jason Denner of the Rocky Mountain Institute. The motor would be hybrid for fuel efficiency. There is a prototype hybrid in existence in the United States that gets 100 miles per gallon and research in Detroit and Osaka shows higher future mileage. The nationwide potential of 3 million free-market taxicabs would act as a driving force in this engine development.

The vintage issue for all cabs would be 4 years or 50,000 miles a year. (50,000 miles a year equals 200,000-mile vintage). This is a reasonable life before the car needs major overhaul to keep it in service. This overhaul work cannot be done as effectively or as cheaply as the assembly line process. Plus, the public demands new efficient vehicles for their transport. Many police departments have a 30,000-mile vintage. The public demands no less from their taxis and shuttles.

The cab will have a high roof allowing passengers to nearly stand erect for easy entry and exit. The minivan would have 3 bench seats allowing a maximum of 7 passengers and one driver. It would have the operations console providing up to 40 jobs a day using GPS and the Operations Center. For the Operation's Center Directed Shuttle function, this would be 140 passengers a day.

Lease/Financing would be 10 percent down and for the life of the cab (4 years). Financing and credit counseling available from for-profit entity. Credit workouts facilitated by increased production revenue and increased knowledge and performance levels.

THE CAB/SHUTTLE:

This would provide a less expensive alternative to the traditional cab service. Its function would flow totally through the Operations Center, thus ensuring speedy delivery of that service. It would, as all cabs would have, FCC 2-way radio, 3-G digital cell phone in the light spectrum allowing all data transmission, 2-stripe debit/credit smart card machine incorporated in an operations console. At the direction of the Operations Center, drivers in the highest level training could operate either a cab or shuttle. The Operations Center would use GPS to track the cab/shuttle and build routes on demand.

3. OPERATIONS CENTER

This is the Wireless Electronic Center of the Taxi industry. All cabs would fit one model in testing standards and in physical make-up. In all taxicabs there would be an onboard operations device incorporated into an efficient console. The elements are FCC licensed radio frequencies, third generation digital cell phone that operates in the light spectrum allowing much greater and faster digital and data transmission; and message screen, the meter to determine fares, GPS device, and a 2-stripe card reader that reads credit cards, debit cards, and smart cards, thus allowing a cashless taxi system. All taxis in the system through GPS would be tracked by our data processing system with an order for a taxi filled and delivered within 2 minutes.

The Operations Center would reach critical mass that is now lacking. At present, this service is viewed by customers as being unreliable and sporadic with each company's service being slightly better at certain times in some small areas of the city.

The for-profit entity would provide this service for all desired requests for taxi service throughout the city. This would be a public service by a public utility guaranteed to all citizens throughout the city. This would supercede the "hale" as it is more efficient to use our system to distribute the service through the city.

The wireless Operations Center communicating with the onboard console would display the assigned job on the console screen and place the taxi driver in instant contact with the customer by digital phone. The Operations Center would, automatically, through our data processing functions record all fares thus allowing a collection of a sales tax and quarterly and annual 1099 tax forms for the owner/operator. This is the source of our annual increase in tax revenue.

The Operations Center would be state of the art in personnel, training, equipment and in functions:

The Center has these functions:

• Call-in/automated with human backup
• Call-out/automated wireless with human backup
• Records/automated sales tax receipts and 1099's to owner/operators
• The Center would be designed to handle up to 10,000 transactions a minute

The capital investment necessary to create the Operations Center and its state of the art equipment is manifestly justified by the resulting economies of scale. Using this new Operations Center, all cabs in service at any given time are available for, and can be assigned immediately to, riders needing service. This reduces downtime for drivers, provides quicker pickup for passengers and enables the system to send to a given fare the closest in-service cab thereby improving service.

The model cabs would be new mini-van taxi packages with operation console that would allow a cashless taxi system. This would allow credit card transactions, debit transactions and smart card transactions.

The smart card function is of special importance. This card is coming into increasing use nationwide and is extremely popular in Europe. The card has 2 stripes. The first is an identification stripe like credit cards or debit cards. The second is a memory stripe that is activated at any ATM, transferring dollars to the card and in the taxi the dollars are subtracted to pay the fare. The Center can produce records of use for businesses that purchase dollars for petty cash use.

In the case of the shuttle, the Operations Center would be at the core providing this lower price service throughout the city, building routes efficiently and on demand, not inefficient fixed routes. Both being the same equipment/a 5-door mini-van either gas, diesel, hybrid, nitrogen, high mileage gasoline, or natural gas powered.

Radio fees from all owner/operators would flow through the Operations Center. The Operations Center would also act as disciplinary agent for the Regulatory Agency with data-based real time review almost to and by the minute. The Operations Center would collect all manifest data through contact and store this for use in the database for review and discipline.

Observing fixed routes for passenger travel in the 20th century, it will be observed that all have moved to the public sector from the private sector. Fixed routes in the private sector are too expensive to maintain and have become the province of publicly subsidized utilities.

The data processing and wireless capabilities of the Center would build routes on demand in seconds. These would disappear upon completion only to reappear on demand. Also, the metro stations could act as hubs with wireless equipment available to the public. Thus, private investment fills a public need.

ADT Model

The security firm ADT has built a model worldwide communication center in Ohio. They answer alarms worldwide and communicate with police and other security firms that have contracted with them to perform this function. Our Operations Center could perform in this manner. This seems the only way to provide this sort of service, since individual companies lack the financial wherewithal to do it. Thus, our Center could serve other geopolitical areas in 4 time zones in the U.S. and be an employment center here.

4. GLOBAL POSITIONING SERVICE (GPS)

Locates and tracks the vehicle or other objects around the globe to a tolerance of one meter. GPS uses a special active device on board or a digital phone or a palm pilot or other personal digital assistant (PDA). The locator is an orbital satellite, or using radio triangulation, cell phone towers.

For the wireless Operations Center, it would track all cabs in the system, and in response to an order, it would instantly send the closest cab to the customer within 2 minutes — in 4 time zones across the USA.

A similar use is to track tugboats in open water or in harbor and direct them immediately to where they're needed. GPS also tracks over the road tractors and their loads. Its reports reefer temperatures where appropriate, route traveled in order to pay state taxes accurately, where due, and to direct the owner/operator to available business.

In our scenario, it would not only deliver taxis in 2 minutes but facilitate the collection of a sales tax, provide 1099 tax form for the owner/operator on a quarterly and yearly basis.

5. FINANCING/LEASING

This could be a government sponsored entity (privately funded) or similar entity. Its function would be to loan the owner/operator funds for his taxi business. In our system the funds would be loaned to a creditworthy professional taxi driver for his/her business approximately for the life of the vehicle. This would also provide the means for qualified drivers to become creditworthy over a period of time. Short term funds would also be loaned for such purposes as vehicle repair and business bridge loans for necessities.

In an owner/operator system collision liability insurance would be a factor. Providing such insurance on an economic basis would be facilitated by a high deductible, approximating the value or replacement value of the average cab today. This would be a $1500 to $2000 deductible, although it should be remembered that the Center would also provide short term financing in the event that insurance proceeds are inadequate to cover cab repair. In this connection, it is also expected that the training and testing of drivers will increase safe driving skills and reduce the incident of accidents.

The model for this would be UPS for their high volume recruiting in their "hubs" and their policy of retaining only high quality drivers. The schooling process would eventually eliminate unqualified drivers from the system.

We are developing a program that would put a qualified owner/operator into a new taxicab package and residential property for less than three thousand dollars cash.

6. TAX REVENUE/BENEFITS

Tax Base: The American taxicab industry pays no sales or use tax today. Hotels and restaurants do. The taxi industry is a private enterprise and should pay for its existence as everyone else should. Taxes paid and wealth accumulation are collateral values; pay taxes, accumulate property and accumulate wealth. We will create a national platform of three million owner/operators who earn $150000 yearly. That creates a four hundred and fifty billion dollar[$450] industry that pays a 10% sales, flat or consumption tax. This is 45 billion dollars a year.

Sources:

1. Sales or use tax on the taxi
2. Sales tax on retail sales
3. Tax on commercial and residential property.
4. Consumption Tax
5. Residents and commercial tax

7. ARGUMENT FOR STANDARDS

The issue of standards is at the crux of this proposal to deliver quality service throughout each geo/area in the U.S. with pricing that provides alternatives to satisfy citizen needs.

The citizen relies upon government in areas which government controls to provide quality service by its agents in the best interests of all citizens. The public utility or service is a public trust whose providers must meet external criteria or standards set by the government, which reflect the expectation of the citizenry.

The standards provide consumer protection and quality service. Because the governed expect this standard of service from the agent or provider, government is obligated to test extensively and continually to ensure the delivery of this public service. Our system would enable the government to increase and maintain standards of service at lower costs than is possible today. We would bring private investment to fill a public need and establish the finest cab and shuttle service in the world.

The Study and Information Campaign

We believe that the starting point must be to bring the exact state and inefficiencies, contrasted with the vast potential of the American taxicab industry under the bright light of free-market examination. Our plan is to create a free-market with the highest of standards as in the London model; this ignites the virtuous cycle of upward momentum. That is, standards beget usage; usage begets productivity; which begets higher standards, which beget more usage; which begets more productivity. Thus, we have an ever-expanding and ever-improving taxi industry, which serves the public's desire for service and contributes to the public offers by an ever-increasing tax base.

This study will, like William McLucas (Wilmer, Cutler & Pickering) internal probe of Enron and World Com, have external origin and national certification in its methods and conclusions. The taxi system in America's geopolitical areas are a national disgrace. No service provided, no owner/operator opportunities provided, no taxes paid, no involvement, and no responsibility. This is totally outside of the social, moral, economic, constitutional and environmental framework of our society. The taxicab industry is underdeveloped throughout the United States. Lack of standards has frozen it in the mold created more than a century ago. Bernard Fall in his writings on the war in Viet Nam noted that the French controlled only a few major urban areas in the country. They did not control municipal governments throughout much of the country, did not collect taxes and did not run the schools. Between municipalities in America and their taxicab industries there is a similar relationship.

How many unqualified taxicab drivers are out there? How many can read and write at a normal business level? How many licenses that are out there were issued without passing a test. How many drivers are actually insured? Can the police tell at a traffic stop if the cab and driver are insured?

The study will demonstrate that the American taxicab industry has collapsed and the collapse demands our free-market individual ownership model.

The Al Qaeda Network

The problems and effects go beyond mere inefficiency. It can be argued that the lack of effective licensing, oversight, and control, in the U.S.A. geopolitical areas taxicab process, creates a fertile field for criminal endeavors such as the Al Qaeda network which flourishes in an atmosphere of no or lax oversight. The setting of standards is administrative. It punishes no one and rewards those Americans of any birthplace who choose to succeed.

In addition, our Operations Center would compile and keep accurate and in-depth data records on all drivers and potential drivers. This would interface with all local and federal agencies. In case of emergencies our system would gather area-wide information and interface with all relevant agencies. This would have the potential of mobile data-gathering centers.

The objective is to serve the public; charge fair prices and collect. Every day when you go to bed, think of what you can do for your customer. Do a good job, go the extra mile and collect.

The Next Step in the Study

There was a sign over a large bell at an airfield in the South Pacific during World War II that read, "don't come and tell, ring this like hell". That is where the American taxicab industry is. It is totally dysfunctional. The effort/reward ratio of the drivers has decreased to about zero on both sides. No effort brings no reward. They don't work hard; don't invest in their own business; don't pay taxes; don't buy property, and don't participate in any meaningful way. This taxicab system has fallen below an operational level where it can sustain itself.

The American taxi drivers are not making enough money to start their cars, much less participate in this society. The national taxi industry is in total denial. There is no grasp of reality. This includes regulators, the various certificate holders and the drivers. The taxicab drivers don't work hard, don't risk their lives, don't serve the public, don't pay taxes, buy property or have 401(k) plans. They are totally outside the social, moral, and economic fabric of the society. You have created a class of beggars. The American taxicab industry from regulators on down is broke, beaten, rudderless and leaderless.

Ian Parker, writing in the New Yorker magazine on February 21, 2001, wrote the story of how James Stuart built America's largest ice company, Package Ice.

"This was the world that Jim Stuart joined in the mid 1980's; a once-mighty utility now refashioned, with perhaps just a touch of embarrassment, as a key player in the American picnic sector. Stuart had no intention of sitting in backyards and making friends. 'What he saw was an industry in a sad state — mom and pops, not reinvesting in their business, no focus, dirty old equipment.' I saw an opportunity."

What Jim Stuart saw is evident in the U.S.A. taxicab industry and that is a similar state of collapse. It does not need the ITLA monopoly program to scam money from the people. It needs a coherent plan based on a model that works (London), raise capital, and execute steadily and intensely over the period of time necessary for success. Our study will look to the ITLA members in other American cities to see how these monopolies do not benefit the people. What the ITLA and their front, The Taxicab, Limousine and Paratransit Association, says are one thing and what they do, another.

Our investment budget in the near term is $100 billion from the capital markets. And the revenue in the system is recorded as it flows through our cashless Operation Center.

The American taxicab industry has a similar opportunity not to be confused with the monopolies throughout the United States. As our study will show, monopolies reduce service to the people, confiscate the drivers' earnings and evade taxes. Our free-market system with standards, builds service to the people through high knowledge standards, open entry and infrastructure financing. Service to the people through our high-tech Operations Center and through that same center, tax collection to build this taxi industry as part of the community with $100 billion in investment from the capital markets.

Section II

Themes

Speak Out

Wounded veterans and the fetid swamp. Public inertia and local government morass is seen more clearly through the binical of history. The body politic has come to the point of complaining but there is no expectation of service; therefore there is no loss.

The American taxicab industry is a fetid swamp in which Al Quaeda breeds once our borders have been breached; this gives refuge from which they can strike.

The municipalities for a hundred years since the progressives mandated a command economy in transportation have abdicated even the most minor control over the taxicab industry. Our "for profit" function as an agent for the municipalities like another utility, would be to screen, filter and monitor out this refuge of our sworn enemies; meanwhile, our program as agent for the national geopolitical areas would facilitate the hard work and success of our citizens and potential citizens.

It is our understanding that the District of Columbia Taxicab Commission has issued a regulation this August 2003 that allows licensed taxicab drivers in the District of Columbia to refuse fares to Military installations in the Metropolitan area.

This is based on the onerous and untrue allegation that the security checks in place intrude on their urgent schedules. A cursory observation of taxicab driver habits would highlight that these schedules almost always are comprised of standing around.

In actuality, "refusing to haul" is so common it renders any taxicab commission irrelevant. But this new regulation in no small way institutionalizes refusal of service.

Walter Reed Army Medical Center is one such military installation. The security check there is less than five minutes: courteous, efficient and unintrusive — unless you consider opening the doors, hood and trunk of your taxicab as intrusive.

Walter Reed is home to many of our wounded and brave from Iraq and Afghanistan with multiple disabling and disfiguring wounds. Legacy of loyal and brave service to their country's call. In attendance are family members from all over the country who are and will be confused, frustrated and frightened by this latest insult from our Taxicab Commission and our taxicab service.

Many fares to all military installations will be unable to or insulted by the trek on foot to their destination from the security checkpoint.

The reasons for refusal of service may vary, but none spring from a sense of devotion to hard work and the rewards of a place in our society. One reason may be a fear of discovery of deficiencies in their credentials that are not actually the object of he security check or a cultural loathing of authority and its co-commitments of obligations and rewards.

This project has its origins nearly a decade ago with the idea that the London standards could be modeled in America in a free-market environment.

Limited licenses (closed entry) in the United States leads to monopoly and lack of standards which brings: reduced service to the people, confiscation of worker's earnings and evasion of taxes.

I can remember with interest from my own ethnic background when the provisionals walked out on the officials and began their IRA bombing attacks in England and Ireland. They were never far from refuge in their own neighborhoods. This is what the American taxicab industry offers forces such as Al Qaeda.

The American monopolies have their cartel in Kingston, Md., International taxicab and Liveryman's Association (ITLA) and their model is a system in opposition to all standards. They wish to draw from a pool of ever-changing drivers often foreign born, whose common denominator is incompetence. Thus, they confiscate 90% of the always cash earnings. Oversight of any kind by the government is feared, loathed and avoided; especially IRS and ICE.

The Fetid Swamp

The origins of the fetid swamp lie a century ago in the idealists of the 1890's and the progressives of the early twentieth (20) century. The progressives chose suffrage only to those that agreed with them and eschewed political parties, citizen participation in the communal process, the vote and the free-market and relied only on a progressive and an "expert" to decide exactly the fate of transportation systems nationwide.

Thus certificates of public conveyance and necessity (Pcans) which led to monopolies who desired no oversight or enforcement which led to no taxes paid which led to no worker wealth accumulation.

The monopolies shut out citizen opportunity and the result of all this is no service to the public and a withered taxi and shuttle system that serves no one but the monopolies who are opponents of the free-market and of high standards.

The fetid swamp is created by all this: no taxes paid, no oversight, dereliction of duty, no standards (3T's) as in the London Model. No compliance with IRS ICE or Homeland. No standards leaving only misfeasance and malfeasance.

In this swamp breeds not only non-compliance but a safe haven for criminals and terrorists where they can launch attacks on our families, our neighbors, our business and our schools.

Compliance is not possible in the fetid swamp. If you evade taxes take the cash and run. You will evade capital retention and destroy yours and the people's base. The industry you just looted collapses. This is the story of the last century of the American taxicab industry. This is a municipally sponsored criminal conspiracy.

Attributes of our Free-Market Program

In the press these days there is much attention to the fool's gold of free-market shorthand; competition, low price, and regulation. In the American taxi/shuttle industry these concepts are as thin as ice on a pond on a springtime morn. The free-market pillars are: open entry, capital market financial infrastructure and standards. These standards as in the London Model support the other two. Free is not license. London is the model. Opportunity is hard work with obligations and rewards. In this case a 10% national flat or consumption tax would support the social infrastructure that supports this industry.

If there are no standards for operators then the operators as cab drivers don't exist. If the low price does not support the effort to sustain standards and service to the people then no financial infrastructure and no taxi industry, no wealth accumulation, no taxes paid, no owner/operator income. If regulations are only about the color of your shoes or "please" and "thank you" classes at a courtesy school then they are irrelevant. If they are closed entry (certificates of public conveyance and necessity or medallions) they are unconstitutional and criminal fraud.

Free is not license as in unfettered of societal control or a lack of moral regard for the society we live in, depend on, benefit from and are obligated to contribute to.

Thus open entry to all in the society that meet the standards. Thus capital market financial infrastructure that will finance these small businesses that meet the standards. Thus the standard of knowledge for the driver and the standard for the taxi built as a taxicab with high fuel efficiency and a design for use only as a taxi/shuttle.

These standards support the other two and support access to the capital markets. London is the model of free-market success. New York City is the model of municipally sponsored criminal conspiracy and Washington, D.C. an open entry system with no standards that is in absolute and irrevocable collapse. We propose a 10% national flat or consumption tax on this industry which finances the society it serves.

We are not complaining to local authorities. We are redressing grievances at the national level. Taxis travel on federally funded roads and cross ancient boundaries with impunity. Exhibit:

The other two models are New York City and Washington, D.C.

The New York Model is:

Closed entry.
No Infrastructure Financing.
No Knowledge Standards.
The result is a massive municipally sponsored criminal conspiracy.

The Washington, D.C. Model is:

Open entry.
No Infrastructure Financing.
No Knowledge Standards.
The result is absolute collapse.

Last of the Cab Drivers

For those few desperate cab drivers, holding on like flotsam on a tired and idle river unintended by her masters, the old days of some semblance of service must seem lonely and far away. Their future is rudderless and at the hands of faceless public servants who serve only their own venal ends. Which are not many and probably maxed out at faceless.

Our country is not an oil rich sherkdom; in our free-market economy taxes paid and wealth accumulation are co-lateral values. The taxicab industry is a massive municipally sponsored criminal conspiracy. No taxes paid, no financial infrastructure, no wealth accumulation, no compliance with the demands and obligation of a just society and none of the earned rewards.

The municipalities have created a class of beggars; cab drivers; and they are broke, beaten, rudderless and leaderless.

The Opportunity Pool

All American residents are in the opportunity pool. All are potential worker bees and alpha rats who through the 3T's will rise to the standards and achieve their dreams. Present cab drivers in America since they have met no standards tests and evaded basic compliance with IRS and ICE have no claim to the future, except as part of the opportunity pool shared with all Americans.

Cab driving history in America is anecdotal. The written records of a century are flotsam on a tired and idle river of local government disregard and are fantasma. I have heard of an Irish immigrant from Mayo in Ireland who came here during Civil War times and drove livery for half a century. He died in 1900 with $15,000 in the bank plus his property, stable, cab and horses.

All cab drivers in America today would not equal this achievement. The monopolies criminal scam makes this impossible. Any American born here or there whose glass ceiling is under $125,000 a year and who wants to work six (6) ten (10) hour days is in the opportunity pool.

The standards are attainable by anyone of average intelligence and above average desire. That is worker bees and alpha rats.

A Cushion Industry

This cushions the untutored, untrained and untested drivers from their own lack of accomplishment and cushions those whose entry from one calling and move to another. It cushions one from their own financial and business failures. Taxijustice™ offers success through hard work, the 3T's and the hallmarks of open entry, infrastructure financing and high standards.

The cushion cannot exist with standards. Standards bring the opposite of the cushion and that is high productivity, high income, taxes paid, wealth accumulated and a dynamic force for societal growth. This is the Taxijustice™ small business ethic.

Collapse

The historical approach:

The taxi industry as part of our civic life developed in London in the early 19th century. It was codified and organized by Sir Robert Peel with high knowledge standards and high equipment standards. This has been the model for worldwide standards. It has developed over 200 years and is an owner/operator free-market system.

America had effective owner/operator neighborhood based livery (horse drawn) in the latter 19th century. In the early 20th century the progressives with their disdain for popular participation and opposition to the effectiveness of the free-market took control of the development of our transportation systems. They mandated a set number of licenses now known as Certificates of Public Conveyance and necessity. These fell over time into a few hands creating monopolies by jurisdiction. These formed into a cartel in Kensington, MD (ITLA). To the monopolist it was crucial to get the least qualified driver into the cab so that the driver's income can be confiscated. Since the product that is bought is (the taxi ride) in essence the vehicle as a taxicab only and the knowledge of the driver as in the London Standard (2,000 hours study and tests). Without these standards the product doesn't exist.

Since over many decades in America any knowledge standard has disappeared and the vehicles are not taxicabs and often old and battered, the taxi ride or the product has disappeared with distant memory revived only by trips to and memories of London.

While population have exploded in metropolitan areas cab usage has withered. The number of PCans has been constant for almost half a century. The monopolists still cling to their collapsing anti free-market model thus squeezing the last tax-evaded dollar out of an all cash system. In the process evading for them and their ever changing drivers all oversight and scrutiny including IRS, ICE and Homeland. Every driver gets a little cash, the monopolies grow fatter, the citizen gets no service, civil society is short-changed on all parts and what should be a $450 billion industry nationwide languishes in squalor.

A "I had a good cab ride yesterday except I had to tell the driver how to get there" is not a definitive study. Knowledge, standards and vehicle standards propel service to everyone everywhere all the time.

It is an owner/operator, open entry free-market system with tutoring, training and testing for high knowledge standards that builds our nationwide taxi/shuttle system. If you bought a Snickers bar every day and every other day it was filled with sand you would stop buying Snicker bars. This is taxi collapse in America today.

Eastern European Central Command economies collapsed because they didn't work not because we opposed them ideologically. Standards are the enemies of certificates (PCANS) and monopolies.

Standards are the pillars which support a free-market with open entry, financial infrastructure and small business success and ethos. Standards are the enemy of take the money and run, pay no taxes, serve no one, and accumulate no wealth. Standards are the enemy of the fetid swamp. Standards are the hope of the opportunity pool.

You cannot build a nationwide system by back loading it. A complaint line is not a plan, is not leadership, does not serve the people, does not make tax collections, does not create productivity, capital accumulation and income for the owner/operator's small business. A complaint line is not an infrastructure that will fund a $450 billion industry.

Benefits of Owner/Operator Taxi-Shuttle

It is often said that economic activity is resident in the company or the government. We join and retire from the company.

We don't think that is the whole story. Economic success is hard work and capital accumulation. It is the small business with its family ethos that buoys the fortunes of our country.

When you go to bed at night, think of what you can do for your customers. Do the job, go the extra mile, charge a fair price and collect. Think and grow rich. (Napoleon Hill, Think and Grow Rich )

Our program is to create a platform of three (3) million small businesses in the American taxi and shuttle industry. They will be not only the standard itself but the industry itself. That will be a $450 billion industry nationwide. A wealth engine at the family level that mocks the black market tax evading system that exists today.

We will work closely with all groups in the opportunity pool. This includes veterans and immigrant groups.

Benefits

Three (3) million cab drivers nationwide @ 150,000 yearly gross = $450 billion.

Net of $375 billion

10% Flat Tax = $45 billion

Local, state and federal taxes on $125,000 net times 3 million taxi platform.

This includes income tax, sales tax, property tax, and investment accumulation.

An illustration:

In a twenty (20) year development cycle imagine a window of ten (10) years that slides across this two-decade development. Somewhere that ten (10) year window will show one trillion dollars in tax revenue happily paid.