Ellig Rotondi U Service In Texas Jan 2007

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Outcomes and Alternatives for Universal Telecommunications Service: A Case Study of Texas Jerry Ellig Joseph Rotondi Senior Research Fellow Legal Fellow

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The Center for Medicare and Medicaid Innovation hosted a series of two webinars on Wednesday, July 15 and Thursday, July 16, 2015. These webinars focused on providing an overview of the model and provided an opportunity for attendees to ask questions. - - - CMS Innovation Center http://innovation.cms.gov We accept comments in the spirit of our comment policy: http://newmedia.hhs.gov/standards/comment_policy.html CMS Privacy Policy http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html

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The Accountable Health Communities Model team hosted a webinar to provide an overview of the new funding opportunity and application requirements for Track 1 on Wednesday, September 14, 2016 from 2:00p.m. – 3:00p.m. EDT. - - - CMS Innovation Center http://innovation.cms.gov We accept comments in the spirit of our comment policy: http://newmedia.hhs.gov/standards/comment_policy.html CMS Privacy Policy http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html

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Before we kick-off a new line-up of insightful studies and conversations on energy this 2021, we take a snapshot of the previous working papers which were featured last year. These studies were produced under the Access to Sustainable Energy Programme-Clean Energy Living Laboratories (ASEP-CELLs) project implemented by the Ateneo School of Government (ASOG), and funded by the European Union. To receive updates on our latest events and publications, please subscribe to our mailing list through this link: http://bit.ly/ASEPCELLsMailingList

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This open door forum provided follow up information to 2014 Shared Savings Program ACOs applying to AIM, including suggestions and resources to consider when submitting their application. Attendees had the opportunity to ask subject matter experts questions about the AIM application process. - - - CMS Innovation Center http://innovation.cms.gov We accept comments in the spirit of our comment policy: http://newmedia.hhs.gov/standards/comment_policy.html CMS Privacy Policy http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html

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The CMS Innovation Center hosted a webinar on Tuesday, June 10, 2014 from 3:00pm - 4:00pm EDT that focused on the proposal requirements of the Round Two Model Design Award opportunity. - - - CMS Innovation Center http://innovation.cms.gov We accept comments in the spirit of our comment policy: http://newmedia.hhs.gov/standards/comment_policy.html CMS Privacy Policy http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html

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The American Public Power Association’s “Rate Design for Distributed Generation” report examines rate design options for solar and other distributed generation (DG), using public power utility case studies. The report discusses how utilities have educated customers about new rates, and how DG and non-DG customers responded. While the rate design options have some drawbacks, and might not be technically feasible for all utilities, they offer the industry new models that account for the rate impacts of distributed generation. The use of DG, particularly rooftop solar photovoltaic (PV), is growing fast. As of October 2014, just under 8,000 megawatts (MW) of solar capacity was installed on residential and business rooftops across the United States (U.S.).1 The growth of DG has been spurred by environmental concerns and economic considerations. Federal and state tax incentives are a driving force behind solar PV installations and can together cover up to 70 percent of the total cost of solar panels in some states.2 Declining solar panel prices have also fueled growth in rooftop solar. Utility rate structures for distributed generation have provided a significant benefit to solar customers. As DG becomes more widespread, rate analysts and researchers are developing new rate designs to help ensure that utilities recover their cost of service, encouraging while providing appropriate incentives for rooftop solar deployment. Utilities can no longer afford to take a wait and see approach in rate design for DG, nor should they assume that old rate designs adopted before the escalation in DG installations will work in the future. Most utilities in the U.S. use net metering to measure and compensate customers for the generation they produce. However net metering has several shortcomings and results in non-DG customers subsidizing DG customers. Utilities have options other than traditional net metering. Many public power utilities have adopted new rate designs to serve DG customers. Some of these rate designs supplement net metering by recouping more of their fixed costs through fixed charges, while other designs provide comprehensive alternatives to net metering. Utility rate setters must balance between simplicity and accuracy, align costs and prices, support environmental stewardship, and ensure that rate designs are well suited to customers. Customer communication and engagement are essential components of the rate-setting process. This report does not examine every rate design option, nor does it suggest a single best option. It offers alternatives to traditional net metering, with case studies. Utilities can consider how they can adapt rate designs to suit their community’s needs, factoring in market structure, state policies, and other considerations.

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Running Head: FROM THE FRONT LINES1 From the Front Lines Lisa M. Buentello HCA 311: Health Care Financing & Information Systems Professor Kathleen Martocci May 29, 2015 - 1 - [no notes on this page] Future Direction of Health Care 2 From the Front Lines The break even analysis figures can be used to establish the impacts of various reimbursements such as Medicare, Medicaid, and Private and self-pay contributions. Notably, from the break even analysis of the “From the Front lines” facility, increase in Medicare and Medicaid benefits have an effect of increasing sales volume. Eventually, the value of the gross margin increases leading to an upsurge of the value of the contribution per unit. This leads to a reduction in the number of the break-even procedures. Private or self-pays have an effect of increasing the volume of sales in addition to the increment made by Medicaid and Medicare benefits. As a result, the break even procedures will become even smaller causing a corresponding increase in profit margins. Break even analysis is essentially important in developing my upcoming capital investment proposal. It will be applicable in clarifying the extent of the viability of my planned objectives. Specifically, this tool will be of great significance in evaluating expansion opportunities, new providers, new services or new capital purchases (Cafferky, 2012). Break even analysis is basically used in establishing whether the planned activity is viable enough to cover the expected costs that are principally divided into variable and fixed expenses. Also, I will utilize break analysis values to ascertain whether the capital proposal will be financially viable. Specifically, it will be applicable in determining the activity level that will - 2 - [no notes on this page] Future Direction of Health Care 3 cover the projected fixed and variable costs of the venture satisfactorily. It is at this point that a break even analysis will be used to evaluate the critical components of my budget plan. Typically, break even analysis and the budget plan are used interchangeably while making financial analysis that concerns various capital investment plan proposals (Cafferky, 2012). Break Even Analysis Break Even Analysis Sales payment per procedure $885 numbe of procedures in year 1 500 numbe of procedures in year 2-5 850 Total Sales amount 1, 194, 750 Variable costs Cost of each Procedure $175 Total number of procedures 1350 Total Variable costs $236, 250 Contribution Per Unit 710 Gross Margin=sales-variable costs $958, 500 Fixed Costs Purchasing costs $ 11, 000 Rennovation Costs $9,000 $20,000 Employees Salaries $ 336, 000 Total fixed costs .

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5. Lifeline Prices Note: “Local Rate” is a subscriber-weighted statewide average, assuming each company’s average residential rate is the midpoint in its range of residential rates.

6. Lifeline Effect on Subscribership

8. High-Cost Effect on Subscribership (Spreadsheet inputs)

9. High-Cost Effect on Subscribership

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11.

12.

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