| Will demand rise for 35-mpg autos?
American motorists are a long way from buying vehicles with an average fuel economy of 35 miles per gallon. "Gas prices would have to be $13 a gallon in today's world for consumers to demand a fleet where half the vehicles achieved better than 35 miles per gallon," Chrysler LLC economist Paul Traub said after addressing the Society of Automotive Analysts this month. While consumers are shifting toward more fuel-efficient models, $3-a-gallon gas isn't enough to push most into vehicles that are or would be near the 2020 fuel economy standards Congress mandated late last year. Today, their choices would be limited to models such as the Toyota Prius and Chevrolet Aveo. .
Staff Report
48 CM Secretariat employees to get security clearance
By Shahnawaz Khan
LAHORE: Salman Ali Khan, chief security officer of the Punjab chief minister, has sent a letter to the Punjab Police and Intelligence Bureau to clear up 48 officials who are deployed at the CM Secretariat during the interim set up, sources told Daily Times on Sunday.
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Responding to the Jack Lynch Non-Story
I'm going to try not to flip out. Which I may anyway. Because I'm angry, and I'm repulsed by this whole episode, and it's a large part of what's been keeping me away from this "blog" for too long. A Spokane Police Department internal investigation released in its entirety Wednesday says Deputy Mayor Jack Lynch was not stopped in High Bridge Park last August or apprehended at any time for any illegal activity.
Remaining unanswered are the circumstances surrounding Lynch's still-unexplained medical leave, which was announced Dec. 29 and is expected to continue until March 1. So what? This has always always been a complete and utter distraction from the "story," intended only to damage Mr. Lynch's credibility by implying he's infirm, and likely has a disease of which he is ashamed, or that implies activity unbecoming to an All Powerful City Employee(!).
Performance and Accountability Report - Fiscal Year 2007 (NUREG-1542 ...
The following links on this page are to documents in Adobe Portable Document Format (PDF). See our Plugins, Viewers, and Other Tools page for more information. For successful viewing of PDF documents on our site please be sure to use the latest version of Adobe. NUREG-1542, Vol. 13 (PDF - 6.13 MB - Full Version) Introductory Pages (PDF - 404 KB) Chapter 1 (PDF - 567 KB) Chapter 2 (PDF - 574 KB) Chapter 3 (PDF - 407 KB) Appendices (PDF - 1.04 MB) Publication Information Availability Notice Table of Contents A Message from the Chairman Chapter 1: Management's Discussion and Analysis Introduction About the NRC Program Performance Overview Program Performance Results Future Challenges President's Management Agenda Financial Performance Overview Systems, Controls, and Legal Compliance Chapter 2: Program Performance Measuring and Reporting Performance Goals and Performance Measures Industry Trends Addressing the President's Management Agenda Costing to Goals, Part Reviews, and Program Evaluations Program Assessment Rating Tool Program Evaluations Data Sources and Quality Chapter 3: Financial Statements and Auditors' Report A Message from the Chief Financial Officer Principal Statements Notes to Principal Statements Required Supplementary Information Auditors' Reports Independent Auditors' Report on the Financial Statements Management's Response to the Independent Auditors' Report on the Financial Statements Appendices A Inspector General's Assessment of the Most Serious Management and Performance Challenges Facing the NRC B NRC Actions Responding to the Office of the Inspector General's Most Serious Management and Performance Challenges C Management Decisions and Final Actions on OIG Audit Recommendations D Summary of Financial Statement Audit and Management Assurances E Verification and Validation of NRC's Measures and Metrics F Agreement States G NRC Organization Chart H Glossary of Acronyms A Message from the Chairman I am pleased to present the Nuclear Regulatory Commission's Performance and Accountability Report for FY 2007.
We rage at Hain and Conway but miss the real profligacy
Instead, expensive agency accountants or outside consultants were doing the job. Consultants were also employed whenever difficult or unpopular decisions had to be made. "Managers didn't want to tackle vested interests themselves; it was too uncomfortable. But they didn't listen to us, because we were nobodies. So instead we had teams of people, some on £5,000 a day, repeating our views back to management, and getting hundreds of thousands of pounds for it." A consultant who earns more than half a million a year, much of it from public-sector work, confirms that very often what his teams do is quite unnecessary. "We're brought in to knock heads together, as in the merger of prisons and probation services. And it makes anxious bosses feel better to say, look, we spent a few million on consulting and reporting, so the conclusions must be right.
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