22 research outputs found

    Open Ownership - Not Common Carriage

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    We consider regulating natural monopolies with open ownership and competitive rules as a substitute for common carriage regulation and illustrate it with an application for natural gas pipelines. A single set of production assets exhausts any economies of scale or scope while owners compete with each other due to incentives from open ownership rules that promote efficient investment choices primarily by breaking down barriers to entry and competitive rules that promote an efficient secondary market. We argue that regulating a natural monopoly with these rules in a market structure we call a competitive joint venture significantly increases the efficiency of pricing output and capacity choices and may dramatically reduce regulatory costs when compared to regulating with common carriage

    Church planting in the Anglican tradition : developing a church planting strategy for the Anglican Diocese of the South

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    https://place.asburyseminary.edu/ecommonsatsdissertations/2240/thumbnail.jp

    The Relative Costs of Local Telephony Across Five Countries

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    In this paper we take three steps towards evaluating the relative performanceof the telecommunications markets in these five countries. First weidentify and then limit our examination to only those components of thetelecommunications network that may generate market power concerns. Wedetermine that market power concerns where they exist at all are limited tothose facilities connecting a customer with its neighboring central officecollectively called the local loop. Second we identify regional factors that maysignificantly affect relative costs for the local loop. Using data and a cost modelfrom the US to examine these regional factors we find that customer density is the most significant. Third using this same cost model along with regional data we estimate local loop costs relative to the US for New Zealand Australia the UK and Sweden

    Open Ownership - Not Common Carriage

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    We consider regulating natural monopolies with open ownership and competitive rules as a substitute for common carriage regulation and illustrate it with an application for natural gas pipelines. A single set of production assets exhausts any economies of scale or scope while owners compete with each other due to incentives from open ownership rules that promote efficient investment choices primarily by breaking down barriers to entry and competitive rules that promote an efficient secondary market. We argue that regulating a natural monopoly with these rules in a market structure we call a competitive joint venture significantly increases the efficiency of pricing output and capacity choices and may dramatically reduce regulatory costs when compared to regulating with common carriage

    Review of practical nursing for NCLEX-PN/VN

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    v, 476 hal.; 25 cm

    Voting by proxy

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    I introduce voting by proxy for constructing and operating legislatures, and then compare it to direct representation, plurality, and single transferable vote (STV), which voting by proxy most closely resembles. When each voter uses voting by proxy to select his proxy among given legislators and elections are costless, voting by proxy maximizes the legislature's representation of the voting population. When each voter uses preferential voting by proxy, selecting a proxy during the vote count as well as a proxy in the legislature, and some ancillary rules are followed, I find that voting by proxy dominates STV and offers favorable tradeoffs against plurality. It improves representation and constituent service; eliminates gerrymandering; improves voter turnout; ranks the legislature's representatives by the proxies they hold rather than seniority; creates tighter representative-constituent links that lead to better informed voters, reducing the influence of special interests; and eliminates primary and runoff elections. Extra costs associated with its relative complexity or better representation can be made small. Copyright Springer Science + Business Media, Inc. 2006
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