scholarly journals EXPLAINING THE PRICE OF VOLUNTARY CARBON OFFSETS

2010 ◽  
Vol 01 (02) ◽  
pp. 93-111 ◽  
Author(s):  
MARC N. CONTE ◽  
MATTHEW J. KOTCHEN
Keyword(s):  
Carbon Offsets ◽  
Third Party ◽  
Hedonic Price ◽  
Large Variability ◽  
Explanatory Variables ◽  
For Profit ◽  
Not For Profit ◽  
Price Functions ◽  
Developed Nations ◽  
Project Level

This paper identifies factors that explain the large variability in the price of voluntary carbon offsets. We estimate hedonic price functions using a variety of provider- and project-level characteristics as explanatory variables. We find that providers located in Europe sell offsets at prices that are approximately 30% higher than providers located in either North America or Australasia. Contrary to what one might expect, offset prices are generally higher, by roughly 20%, when projects are located in developing or least-developed nations. But this result does not hold for forestry-based projects. We find evidence that forestry-based offsets sell at lower prices, and the result is particularly strong when projects are located in developing or least-developed nations. Offsets that are certified under the Clean Development Mechanism or the Gold Standard, and therefore qualify for emission reductions under the Kyoto Protocol, sell at a premium of more than 30%; however, third-party certification from the Voluntary Carbon Standard, one of the popular certifiers, is associated with a price discount. Variables that have no effect on offset prices are the number of projects that a provider manages and a provider's status as for-profit or not-for-profit.

Payment for Nondistributive Hospital Pharmacy Services—A Regional Survey

1978 ◽  
Vol 12 (7) ◽  
pp. 410-412 ◽  
Author(s):  
Lee R. Strandberg ◽  
Douglass J. Stennett ◽  
William Simonson
Keyword(s):  
Therapy Monitoring ◽  
Patient Discharge ◽  
Third Party ◽  
Pharmacy Services ◽  
Medication History ◽  
Regional Survey ◽  
For Profit ◽  
Not For Profit ◽  
Hospital Pharmacies ◽  
Report Data

Questionnaires were mailed to all (464) non-government, not-for-profit and investor owned for-profit hospital pharmacies in Washington, Oregon and California. Responses were received from 350 institutions, a return rate of 75.4 percent. Pharmacists were asked to report data relating to the incidence of, the range of fees charged, and the extent of reimbursement received from third party carriers for the provision of nondistibutive pharmacy services. The data received indicate that pharmacy consultation to physicians was provided by 77.9 percent of the respondents, drug therapy monitoring by 48.1 percent, generalized patient discharge consultation by 40.8 percent, CPR team participation by 27.2 percent, in-depth patient discharge consultation by 17.5 percent and admitting medication history by 8.8 percent. Additionally, 12 institutions charged for providing 16 nondistributive pharmacy services. Directors of pharmacy from six hospitals indicated that they billed third party carriers for nondistributive pharmacy services as part of their total pharmacy charge via their usual billing procedure. All third party carriers billed in this manner paid for the nondistributive pharmacy sevice.

scholarly journals Healthcare Cost Containment: A Survey Of Healthcare Financial Managers

2011 ◽  
Vol 3 (12) ◽  
Author(s):  
Paul J. Carruth ◽  
Ann K. Carruth
Keyword(s):  
Cost Containment ◽  
Healthcare Reform ◽  
Third Party ◽  
State Governments ◽  
Font Size ◽  
Accounting Systems ◽  
For Profit ◽  
Administrative Costs ◽  
Healthcare Settings ◽  
Not For Profit

<p class="MsoBlockText" style="margin: 0in 0.5in 0pt;"><span style="font-style: normal; mso-bidi-font-style: italic;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;">Federal and state governments, as well as third party payees, have created incentives for cost containment policies within healthcare settings.<span style="mso-spacerun: yes;">&nbsp; </span>The purpose of this study is to determine the extent healthcare financial managers (HCFMs) believe various healthcare reform measures and cost containment strategies are effective and to descriptively compare the perception of effectiveness by type of organization (for profit, not for profit, and outside CPA/consulting firm). Eighty-four HCFMs, from 36 states, agree that the majority of healthcare reform measures are moderately or very effective.<span style="mso-spacerun: yes;">&nbsp; </span>In general, accounting practices that HCFMs have direct decision making authority over were deemed effective (i.e. accounting systems that reduce administrative costs) regardless of type of agency employed.<span style="mso-spacerun: yes;">&nbsp; </span>Surprisingly, accounting systems that provide more accurate allocation of indirect-overhead costs were not considered effective by not-for profit organizations.<span style="mso-spacerun: yes;">&nbsp; </span>On the other hand, analyzing variances between expectations and actual cost/revenue, closely monitoring supply and equipment costs, and reducing administrative costs were rated effective by all three groups.<strong style="mso-bidi-font-weight: normal;"></strong></span></span></span></p>

Taxes, bankruptcy costs, and capital structure in for-profit and not-for-profit hospitals

2017 ◽  
Vol 31 (1) ◽  
pp. 21-32 ◽  
Author(s):  
Sean S Huang ◽  
Jie Yang ◽  
Nathan Carroll
Keyword(s):  
Capital Structure ◽  
Income Tax ◽  
Income Taxes ◽  
Personal Income ◽  
Explanatory Variables ◽  
For Profit ◽  
Bankruptcy Costs ◽  
Not For Profit ◽  
Acute Hospitals ◽  
The Capital Structure

About 60% of the US hospitals are not-for-profit and it is not clear how traditional theories of capital structure should be adapted to understand the borrowing behavior of not-for-profit hospitals. This paper identifies important determinants of capital structure taken from theories describing for-profit firms as well as prior literature on not-for-profit hospitals. We examine the differential effects these factors have on the capital structure of for-profit and not-for-profit hospitals. Specifically, we use a difference-in-differences regression framework to study how differences in leverage between for-profit and not-for-profit hospitals change in response to key explanatory variables (i.e. tax rates and bankruptcy costs). The sample in this study includes most US short-term general acute hospitals from 2000 to 2012. We find that personal and corporate income taxes and bankruptcy costs have significant and distinct effects on the capital structure of for-profit and not-for-profit hospitals. Specifically, relative to not-for-profit hospitals: (1) higher corporate income tax encourages for-profit hospitals to increase their debt usage; (2) higher personal income tax discourages for-profit hospitals to use debt; and (3) higher expected bankruptcy costs lead for-profit hospitals to use less debt. Over the past decade, the capital structure of for-profit hospitals has been more flexible as compared to that of not-for-profit hospitals. This may suggest that not-for-profit hospitals are more constrained by external financing resources. Particularly, our analysis suggests that not-for-profit hospitals operating in states with high corporate taxes but low personal income taxes may face particular challenges of borrowing funds relative to their for-profit competitors.

scholarly journals The relevance and importance of business development and licensing in the biopharmaceutical industry.

2013 ◽  
Vol 19 (3) ◽  
Author(s):  
Roger Davies
Keyword(s):  
Best Practice ◽  
Professional Associations ◽  
Business Development ◽  
Third Party ◽  
Biopharmaceutical Industry ◽  
For Profit ◽  
Not For Profit ◽  
Innovative Products ◽  
Biotechnology Companies ◽  
Training Courses

The importance of the business development and licensing (BD&L) function in the global biopharmaceutical industry has grown significantly over the past 20 years as pharmaceutical companies have sought to supplement their internal R&D with innovative products and technologies sourced from biotechnology and drug delivery companies. This has required companies to employ BD&L executives to search, evaluate, negotiate and alliance manage deals ranging from small biotechnology companies to the largest of the Big Pharma companies. Nowadays all the large companies have BD&L teams, sometimes in excess of 100 people. To inform new BD&L entrants and to improve the professionalism of the experienced BD&L executives, various training courses are offered by not-for-profit associations and commercial organisations. The leading not-for-profit association in Europe for biopharmaceutical executives is the Pharmaceutical Licensing Group and in the US it is the Licensing Executive Society. Both organisations offer basic training courses but as far as is known, the only university accredited Master’s degree qualification in BD&L is the distance learning MSc offered by the University of Manchester. The dissemination of specialist knowledge and best practice is through the journals and conferences of the professional associations. The need for well-qualified BD&L executives in the biopharmaceutical industry is demonstrated by the fact that 25% or more of Big Pharma sales come from third party products and the cost of licensing deals alone is over $200m on average.

scholarly journals The quasi-market approach: the answer for social housing in New Zealand?

2016 ◽  
Vol 12 (2) ◽  
Author(s):  
Peter Dykes
Keyword(s):  
New Zealand ◽  
Social Housing ◽  
Supply And Demand ◽  
Third Party ◽  
Housing Reform ◽  
For Profit ◽  
Not For Profit ◽  
Reform Programme ◽  
The Social ◽  
Market Approach

One of the major current policy initiatives of the New Zealand government is the introduction of the quasi-market approach for the delivery of social housing under the Social Housing Reform Programme. The Social Housing Reform Programme seeks to increase the participation of third-party not-for-profit community housing providers in delivering social housing in competition with Housing New Zealand Corporation (Minister of Housing, 2012). What has become known as the ‘quasi-market’ approach in social policy is based on the idea of creating competition and using market-based incentives. The rationale of this approach is that if prices are based more on supply and demand, then resource allocation will be more efficient. 

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit

10. Designing an online curriculum supporting risk management and patient safety

2007 ◽  
Vol 30 (4) ◽  
pp. 33
Author(s):  
T. Gondocz ◽  
G. Wallace
Keyword(s):  
Risk Management ◽  
Medical Education ◽  
Patient Safety ◽  
Online Learning ◽  
Online Courses ◽  
Learning System ◽  
Online Curriculum ◽  
For Profit ◽  
Not For Profit ◽  
Managing Risk

The Canadian Medical Protective Association (CMPA) is a not for profit mutual defence organization with a mandate to provide medico-legal assistance to physician members and to educate health professionals on managing risk and enhancing patient safety. To expand the outreach to its 72,000 member physicians, the CMPA built an online learning curriculum of risk management and patient safety materials in 2006. These activities are mapped to the real needs of members ensuring the activities are relevant. Eight major categories were developed containing both online courses and articles. Each course and article is mapped to the RCPSC's CanMEDS roles and the CFPC's Four Principles. This poster shares the CMPA’s experience in designing an online patient safety curriculum within the context of medico-legal risk management and provides an inventory of materials linked to the CanMEDS roles. Our formula for creation of an online curriculum included basing the educational content on real needs of member physicians; using case studies to teach concepts; and, monitoring and evaluating process and outcomes. The objectives are to explain the benefits of curricular approach for course planning across the continuum in medical education; outline the utility of the CanMEDS roles in organizing the risk management and patient safety medical education curriculum; describe the progress of CMPA's online learning system; and, outline the potential for moving the curriculum of online learning materials and resources into medical schools.

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