National Lieutenant Governors Association

Partners’

Policy Guide 2016 www.nlga.us

January 29, 2016

National Lieutenant Governors Association

71 Cavalier Blvd., Suite 223 · Florence, KY 41042 · web www.nlga.us · Phone (859) 283-1400

January 29, 2016 Dear NLGA Member: One mission of NLGA is to promote effectiveness in state governments and in the office of lieutenant governor. Effective government relies, at least in part, on the active participation of the governed. The members of the National Lieutenant Governors Association (NLGA) created the Partners Program in 2000 to open a dialogue with business, national associations, unions, and other interested parties. The NLGA Partners program is an opportunity to exchange knowledge and expertise between these sectors and lieutenant governors and NLGA members in a collaborative effort to develop sound solutions to shared challenges facing all states and territories, their governments, and constituents. Regular and special sessions are being held or are on the horizon in most states and territories. Most lieutenant governors initiate legislative packages, testify on proposals, and/or play pivotal roles in legislative proceedings and conversations in the states and territories. To tap information available from NLGA Partners, NLGA facilitated interaction by engaging NLGA Partners in the production of this NLGA Partners Policy Guide. The guide strives to provide as a reference in locating novel ideas and in assisting NLGA members in tapping the intellectual resources available from NLGA Partners. Every NLGA Partner was invited to submit a brief piece noting priority issue items, key contacts, economic impacts of their work, and/or background data on the Partner entity. In this manner, NLGA Partners were invited to assist in the identification and initial analysis of timely issues and pertinent trends impacting states, even from the federal level. Your NLGA staff is hopeful that NLGA members find this piece helps inform your work in the formulation of innovative solutions to public policy challenges. We invite you to contact NLGA to reach any Partner representative. We look forward to seeing you at the 2016 meetings. The Federal-State Relations Meeting will be March 23 - 25, 2016, at the Marriott Marquis in Washington D.C. and the NLGA Annual Meeting will be July 6 - 8, 2016 at the Amway Grand Hotel in Grand Rapids, MI. Best regards,

Julia Hurst, Executive Director & CEO

c. NLGA Partners

National Lieutenant Governors Association (NLGA) Partners' Policy Guide 2016 Disclaimer Article IX of the NLGA Articles of Organization states acceptance of a Conference Associate Partner (CAP) does not constitute an endorsement by NLGA. Thus, NLGA does not endorse any statement or concept included herein. This publication is a service to facilitate the exchange of information. Summary Content Each NLGA CAP was invited to make a submission. A complete list of NLGA CAPs members is included. The CAPs which submitted entries have their full entries included in alphabetical order. The submissions of each entity constitute the content of the policy guide. NLGA Resolutions Article VII of the NLGA Articles of Organization states that any resolution properly submitted in accordance with this Article and other policies implemented by the Executive Committee shall be deemed adopted if the Article-defined processes are followed and completed. A list of NLGA resolutions by title is located on the NLGA web site at www.nlga.us, click policy. NLGA resolutions are an additional source of content for policy guidance. Please contact NLGA for complete text of any resolution or for further information or guidance on the NLGA policy resolution process. Policy resolutions are considered at the Federal-State Relations Meeting in March (filing deadline in February) and the Annual Meeting in July (filing deadline in June) each year.

The National Lieutenant Governors Association The National Lieutenant Governors Association (NLGA) is an independently managed non-profit association (501c3) and has 3 employees (2 FT & 1 PT). NLGA staff operate all aspects of the association and staff nine committees: the Executive Committee, the Finance Committee, the Policy Resolutions Committee, the Nominating Committee, the State Strategies in International Affairs Committee, the State Strategies in Public Health and Safety Committee, the State Strategies in Education and Workforce Committee, the State Strategies in Military Affairs Committee, and the State Strategies in Energy and Environmental Stewardship Committee. NLGA staff handle press, academic, legal, and legislative inquiries, perform office and issue research, create and maintain files and online resources on and for the office of lieutenant governor, and work daily with other organizations including NGA, NCSL, NEMA, SGA, MGA, and more. NLGA is the point of contact for intergovernmental affairs for the White House, Cabinet, & federal agencies. In furthering the role of lieutenant governors in the global economy, NLGA staff conducts international outreach coordinating Embassy visits, outreach and missions. NLGA completed four years of exchange to China, two years to Germany, and NLGA staff executed the USAID “Strengthening Economic Competitiveness” subgrant to Mexico and has a position on the Intergovernmental Policy Advisory Committee to the U.S. Trade Representative. NLGA staff initiate and complete daily communications. This includes the web site www.nlga.us with daily content updates. Weekly e-communications highlight the activity, experiences, and accomplishments of NLGA members and the office of lieutenant governor in accordance with NLGA’s mission. NLGA currently publishes ‘State Strategy Perspectives’ highlighting the expertise of gubernatorial successors around the Nation. NLGA partners with Americans for the Arts to present an annual Leadership in the Arts award for a member, with General Electric on an annual Energy & Environment Award, and with Takeda Pharmaceuticals USA on the Advancing Healthy Lifestyles Award. NLGA successfully conducted two national health campaigns. “Ending Cervical Cancer in our Lifetime” won a 2007 award as one of the nation’s top six association programs. “Your Heart is in Your Hands” won recognition from the American College of Cardiology. Currently, NLGA is working on the ‘Be the Cure’ campaign which has reached 19-million people. The ‘Be the Cure’ campaign strives to increase education and awareness among legislators, policymakers, patients and providers about the clinical trial process, specifically the need for participation of diverse patient populations. In July of 2014, NLGA members discussed ways to contribute to the public health and economy of the states and territories by encouraging innovation thru life sciences. In March of 2015, NLGA members passed a resolution committing to a year-long effort to increase public awareness of clinical trials. NLGA is the point of exchange for more than a dozen other groups interested in lieutenant governors, such as DLGA, RLGA, and more. NLGA professionally plans and executes at least three meetings per year. This includes performing contracting, budgeting, fundraising assistance, all remittance, agenda development, committee staffing, script preparation, speaker communications, hotel banquet event planning, legal and insurance compliance, creating all print items-signage-and badges, audiovisual development and operation, photography and distribution of same, coordination with Host States as applicable, and more. Speaker communications include issuance of invitations, confirmations, and legal notices. NLGA serves 55 members, and NLGA staff sell, renew, and serve a base of 40+ Partners, with more than 150 contacts. NLGA staff perform activity and daily conversation and interaction to encourage active collaborations. Staff manage a 1,800 entry database. NLGA staff manage all finances, including payroll, daily financial budgetary review and coding, monthly budget review and reconciliation, annual budget preparation, counsel on investments, and regular reporting of finances to members. NLGA staff perform annual appropriations billing and monthly Partner billings, collections, and record keeping. The NLGA Executive Director works with financial and legal experts and other service providers on human resources, benefits, financial management, audits, corporate organization, tax exemption, insurance, and more to professionally manage and maintain NLGA. The NLGA Associate Director coordinates information technology and many aspects of Accounts Receivable. The NLGA Office Administrator manages Accounts Payable.

NLGA Partners

Chairman’s Club Members Abbott Nutrition

Alkermes Altria Group, Inc.

Alzheimer’s Association American Beverage Association

American Chemistry Council American College of Cardiology

Anthem Apple

Archer Daniels Midland Company AstraZeneca Pharmaceuticals

Bayer Cargill

Comcast Cable CVS Health

Darden Restaurants, Inc. DuPont

Genentech General Electric GlaxoSmithKline

Institute of Scrap Recycling Industries Intuit

Lilly USA Merck & Co.

National Association of Home Builders Novartis Pharmaceuticals

Novo Nordisk Pepsico PhRMA

The Procter and Gamble Company Rockwell Collins

Sanofi Steel Recycling Institute

Takeda Pharmaceuticals USA The Pew Charitable Trusts

Walgreens

Associate Members American Society of Civil Engineers

Bristol-Myers Squibb Company Consumer Healthcare Products Association

National Beer Wholesalers Association Sodexo USA Inc.

INDEX BY ISSUE  2016 NLGA PARTNERS’ POLICY GUIDE 

 The Partners’ policy guide submissions are listed in this book in alphabetical order by company name.  This index, created by NLGA staff, is a quick reference to locate the Partners in this guide with expertise in select issue areas, but it is in no way inclusive of all issues of all NLGA Partners.  AEROSPACE / AVIATION       Rockwell Collins    General Electric   AGING / LONG TERM CARE       Alzheimer’s Association  Lilly             Anthem             American College of Cardiology  AGRICULTURE          ADM                                           Bayer                ALCOHOL           Natl. Beer Wholesalers Assn.      ANIMAL HEALTH         Merck        Sanofi              Bayer  CONSUMER PURCHASE / RETAIL     Consumer Healthcare Products Association              CVS Health     Walgreen’s                      COPYRIGHT/PIRACY         Comcast   DECISION MAKING        Pew Charitable Trusts   ECONOMIC DEVELOPMENT / JOBS    American Beverage Assn. 

Natl. Assn. of Home Builders   Natl. Beer Wholesalers Assn.   Procter & Gamble   Pew Charitable Trusts                   

   EDUCATION           Rockwell Collins   ENERGY           American Chemistry Council              ADM              Steel Recycling Institute   General Electric     ENVIRONMENT         American Chemistry Council   General Electric              Natl. Assn. of Home Builders             Procter & Gamble              Steel Recycling Institute   FOOD             ADM   Abbott   American Beverage Association   

HEALTH CARE                      Alzheimer’s Association              Anthem           Abbott                         Bayer                                  Consumer Healthcare Products Association              CVS Health     Merck             Novartis              Walgreen’s    PhRMA             Sanofi      Lilly     Takeda                     HOUSING / BUILDING        Natl. Assn. of Home Builders             Steel Recycling Institute   INFRASTRUCTURE         American Chemistry Council               ADM   MEDIA / ENTERTAINMENT       Comcast   MEDICAID / MEDICARE       Alzheimer’s Association    Abbott 

Anthem             Lilly                    CVS Health              Walgreen’s              PUBLIC HEALTH         American Beverage Association   Abbott             Anthem   Takeda   Novartis             Consumer Healthcare Products Association              Pew Charitable Trusts     PhRMA                        American College of Cardiology  R&D / INNOVATION         Abbott     Bayer   Lilly    GE             Merck      Novartis 

Procter & Gamble      Rockwell Collins              PhRMA     Sanofi    Takeda  TELECOMMUNICATIONS       Comcast   TRANSPORTATION                              ADM, General Electric   YOUTH / SCHOOLS       American Beverage Association                    American College of Cardiology       Rockwell Collins   

‐ END ‐  

Abbott  For more than 90 years, Abbott Nutrition has been a leader in developing and marketing science‐based nutrition products to support the growth, health and wellness of people of all ages. Brands include Ensure® nutritional shakes for adults, Glucerna® nutritional shakes and bars for people with diabetes, EAS® specialized products for athletes, ZonePerfect® nutrition bars for busy, active lifestyles, Similac® infant formulas, Pedialyte®  rehydration solutions and PediaSure® nutritional shakes for children.   Malnutrition—particularly among older adults—is a surprisingly common problem today and can contribute to increased healthcare costs, disabilities, and health disparities.  Illness, disability, poverty, lack of transportation — or often a combination of these — can all contribute to the many older adults who are malnourished. Lieutenant Governors can lead the effort to help eradicate malnutrition in their states. As the 65 and older population grows and healthcare costs increase, it’s critical for the public sector to intervene and propose policies that promote healthy aging, like those focusing on malnutrition. Such policies include state‐level goals to identify and reduce malnutrition among older adults, adding malnutrition awareness to state public health campaigns and healthcare professional curriculum requirements and education programs, and including malnutrition screening and intervention in state healthcare quality initiatives and care models, especially programs focused on readmission reduction, care transitions and accountable care.  

Abbott’s 2016 focus on Malnutrition within the Older American Population  Malnutrition is a common problem in today’s healthcare systems and communities 

Malnutrition can be caused by poor nutrition and can occur at any Body Mass Index (BMI) level 

Individuals can be overweight/obese and malnourished when they are deficient in the nutrients needed for healing, rehabilitation, and to reduce the risk of medical complications 

 Malnutrition leads to poor health outcomes including increased disability and healthcare costs 

Malnutrition is an independent predictor of negative patient outcomes, including increased mortality, length of hospital stay, readmissions, and hospitalization costs 

Malnutrition is also a patient safety risk since malnourished patients are more likely to experience a healthcare acquired condition   

 Malnutrition is often undiagnosed and untreated 

Medicare quality programs do not focus on malnutrition 

There are no quality measures to address gaps in management of malnutrition: Gap areas include lack of systematic (1) screening, assessment, and nutrition intervention; (2) execution of nutrition care plans upon admission through discharge; and/or (3) care coordination to home or other post‐acute care sites 

Standardized nutrition documentation in the electronic health record (EHR) is often lacking, but is critical for patient safety and coordination of care 

Effective nutritional interventions, including oral nutrition supplements, are available but are not systematically used 

 Malnutrition screening, assessment, and intervention are not a routine standard of medical care, but they should be 

Malnutrition care is not effectively coordinated across the care continuum, leading to decreased independence and increased medical costs 

The media has also been attentive to the challenge of malnutrition in older adults and to possible solutions; a recent Forbes article – Preventing Malnutrition among Older Adults– stated “Malnutrition among the elderly is largely preventable but it requires action by families, communities, and the health care system.”  

Solutions for making healthcare policy changes to address malnutrition are available: www.defeatMalnutrition.today 

About ADM For more than a century, the people of Archer Daniels Midland Company (ADM) have transformed crops into products that serve the vital needs of a growing world. Today, we’re one of the world’s largest agricultural processors and food ingredient providers, with more than 33,000 employees serving customers in more than 140 countries. With a global value chain that includes more than 460 crop procurement locations, 300 ingredient manufacturing facilities, 40 innovation centers and the world’s premier crop transportation network, we connect the harvest to the home, making products for food, animal feed, industrial and energy uses.

Serving Vital Needs The world is growing, driving increased demand for food and energy. ADM transforms crops into products that feed and fuel the world, serving vital human needs in four key areas:

Food: Flours, proteins, shortenings, oils, sweeteners, starches, flavor systems, nuts and seeds—ADM produces hundreds of ingredients, including organic and natural options, that are staples in thousands of products on supermarket shelves and in cupboards, kitchens and pantries worldwide. Our customers are companies in the baked goods and cereals, beverage, confectionary, dairy, health and nutrition, meats and meals and snack food industries, and they include many of the world’s largest packaged-foods companies.

Animal feed: An increasing—and increasingly prosperous—global population is driving greater demand for animal protein, which means livestock producers are working hard to meet the needs of consumers eating higher-quality diets. ADM is responding each year by producing millions of tons of feed, feed ingredients and nutritional additives for cattle, swine, poultry and other livestock.

Industrial and chemical products: ADM serves customers in industries as diverse as construction, household products, personal care, and pulp and paper with a vast portfolio of oils, waxes, thickeners, starches, proteins, emulsifiers, solvents and other products derived from farmers’ crops. Many of our renewable chemicals and industrial products are used as drop-in replacements for petroleum-based ingredients.

Energy: ADM has developed biofuel product streams that are helping to meet growing demand for renewable

energy. Today, we can produce more than 1.7 billion gallons of corn ethanol and 700 million gallons of biodiesel fuel worldwide per year. At the same time, we are also working toward a new generation of renewable fuels made from non-food resources.

Our Value Chain With an unparalleled global network of origination, storage, transportation and processing assets spanning six continents, ADM sources crops from around the world. We trade them or transport them to more than 300 ingredient manufacturing—or processing—facilities and transform them into food ingredients, animal feed, chemicals and renewable fuels—adding value every step of the way. Through our global transportation and logistics network, we distribute products to customers reliably and efficiently. And with our expertise in scientific research, product formulation and consumer testing, ADM helps customers market and sell their products.

Homegrown American Success From modest origins as a Minneapolis linseed oil manufacturer formed at the turn of the 20th century, ADM has grown to become one of the world’s premier agribusinesses. Though our global footprint expands each year, much of ADM’s operational infrastructure and work force remain in the United States. In the U.S., ADM has 17,000 employees, and operates more than 160 ingredient manufacturing facilities and more than 300 crop procurement facilities—including grain elevators, ports and shipping terminals used to store both raw materials and finished products—spread across 36 states and the District of Columbia. The company also spent $28.7 billion with more than 96,000 vendors across all 50 states and the District of Columbia in 2014.

Connecting the Harvest to the Home At ADM, everything we do starts with farmers’ crops. Though we do not farm, our work would not be possible without the hard work of farming families. For more than 100 years, ADM has served as the essential link between farmers and consumers. Our partnership is built on a common fundamental resourcefulness. Farmers have been resourceful in adapting to new challenges and demands of the global market and ADM uses its resourcefulness to increase the value of farmers’ harvests by finding new uses and creating new markets for their crops.

Our Responsibility Keeping our colleagues and contractors safe. Enhancing the integrity of our supply chain. Caring for the environment. Promoting sustainable agriculture. Strengthening social, educational and environmental programs in our operating communities. These focus areas are all part of ADM’s overarching commitment to corporate responsibility. At ADM, our purpose is to serve vital human needs for food and energy by connecting the harvest to the home. This work is inextricably tied to our social responsibility, so we work to ensure that our capital investments, our social investments and our investments in people help us fulfill our purpose. Greg Webb Chris Riley Susanna Zimmerman Vice President Director Manager State Government Relations State Government Relations State Government Relations 217-451-8150 217-451-4403 217-451-4180 Webb@adm.com Chris.Riley@adm.com Susanna.Zimmerman@adm.com ADM North American Headquarters 4666 Faries Parkway | Decatur, Illinois 62526

 

2016 National Lieutenant Governors Association Policy Guide   

What We Do—Public Policy  

The Alzheimer’s Association  is  the  leading  voice  for Alzheimer's  disease advocacy,  fighting  for  critical Alzheimer's  research,  prevention  and  care  initiatives  at  the  state  and  federal  levels.  We  diligently work  to make Alzheimer’s a policy priority throughout the states and at the national level.  During the 2016 state legislative sessions, we will be working through our chapter network to advance the following state policy priorities: 

STATE PLANS Develop and  implement a comprehensive state government Alzheimer’s disease plan in every state to identify critical issues, explore solutions, and construct  a  roadmap  to  guide  a  state’s  development  into  a  dementia‐capable  state.    In 2015,  legislation  implementing Alzheimer’s  state plan recommendations or establishing task forces to draft an Alzheimer’s state plan was passed in 8 states:  CA, LA,  MA, NE, NY, UT, VT, and WI.  DEMENTIA TRAINING Ensure  that  training  in  dementia  care  is  provided  to  all  individuals employed  in  the  delivery  of  care  in  residential,  home,  and  adult  day settings.  The training standards should be based on individuals achieving competency in caring for someone with dementia.  In 2015, bills regarding dementia training were enacted in 7 states: CT, GA, IA, IN, MO, NV, and VA.  ADULT GUARDIANSHIP UNIFORM LAW Enact the Uniform Adult Guardianship Protective Proceedings Jurisdiction Act (UAGPPJA), as approved by the Uniform Law Commission, to make the resolution of multi‐state  jurisdictional  issues  in adult guardianship cases easier for family members.  UAGPPJA was enacted in 2 states during the 2015 legislative session: NH and RI, bringing the total number of UAGPPJA states to 44 (including Washington, DC and Puerto Rico).  MEDICAID Preserve  the  elements  of Medicaid  essential  to  those with Alzheimer’s disease  and  their  families.  In  2015, Medicaid  benefits  for  people with Alzheimer's disease were preserved through specific legislative action in 5 states: KY, NC, NE, NJ, and VA.     SURVEILLANCE/PUBLIC HEALTH 

What  We  Do—Advance 

Alzheimer’s Research 

As the largest, private non‐

profit funder of Alzheimer's 

research, the Association is 

committed to accelerating 

progress of new treatments, 

preventions and ultimately, a 

cure.  Through our partnerships 

and funded projects, we have 

been part of every major 

research advancement over the 

past 30 years.   

We advance the understanding 

of Alzheimer’s through our 

peer‐reviewed research grant 

program, which has awarded 

more than $300 million to 

2,100 scientists since 1982.  

Our annual Alzheimer's 

International Conference 

(AAIC)® brings together 

thousands of researchers to 

share information and 

findings.   

 

We are also highly committed 

to advancing research through 

public policy.  Our advocates 

and staff successfully worked 

to secure the largest increase in 

federal Alzheimer’s research—

a $350 million appropriation to 

the National Institutes of 

Health. 

Conduct surveillance and data gathering on cognition and caregiving, primarily through the annual or biennial use of the Behavioral Risk Factor Surveillance System (BRFSS), and ensure that such data is released.  This is a key action item in the Public Health Road Map for cognitive health, recently released by the Alzheimer’s Association  and the Centers for Disease Control.  Forty‐seven states and territories have agreed to use the Cognitive Module as part of their BRFSS public health survey from 2011‐2014.  It is the most rapidly adopted module in the history of the BRFSS outside a core program.  In 2015, more states will include the Caregiver Module in their BRFSS survey than in the years 2009‐2014 combined.  OTHER POLICY SUCCESSES In addition to the accomplishments in state policy listed above, we also successfully worked to pass legislation related to support services for persons with Alzheimer’s and other dementias and their families in 27 states: AL, AR, CA, CO, CT, DE, GA, HI, ID, IL, LA, MD, ME, MI, MO, MN, MS, NC, ND, NV, NY, OR, PA, RI, TN, TX, and WV.  We also worked towards increased Alzheimer’s research funding in 5 states: AZ, FL, IL, MN, and VA. 

 

What We Do—Enhance Care and Support `   

The Alzheimer’s Association works on a global, national and local level to 

enhance care and support for all those affected by Alzheimer’s and other 

dementias. We are here to help.  Our professionally staffed 24/7 Helpline 

(1.800.272.3900)  offers  information  and  advice  to more  than  250,000 

callers  each  year  and  provides  translation  services  in more  than  170 

languages.  We  run  more  than  4,500  support  groups  throughout  the 

country and connect people across the globe through our online message 

boards. We help people  find clinical  trials  through our  free  service,  the 

Alzheimer’s  Association’s  TrialMatch®,  which  makes  it  easy  to  search 

opportunities based on personal  criteria. Our  safety  services  ‐ Comfort 

Zone® and MedicAlert® and  the Alzheimer’s Association Safe Return®  ‐ 

provide location management for people with Alzheimer’s who wander.  

  

 

         

For Additional Information,  Please Contact: 

 Randi Chapman 

Director, State Affairs 202‐638‐8663 or rchapman@alz.org 

Who We Are 

The Alzheimer’s Association 

is the world’s leading 

voluntary health 

organization in Alzheimer’s 

care, support and research.  

Our mission is to eliminate 

Alzheimer’s disease through 

the advancement of 

research; to provide and 

enhance care and support 

for all affected; and to 

reduce the risk of dementia 

through the promotion of 

brain health.  Our vision is a 

world without Alzheimer’s 

disease.  The Association 

reaches millions of people 

affected by Alzheimer’s 

across the globe through our 

national office and more 

than 75 local chapters.  

1101 Sixteenth Street, NW ● Washington, DC ● 20036-4877 ● TEL (202) 463-6732 ● FAX (202) 463-8178 ● www.ameribev.org

The American Beverage Association (ABA) is the trade association that represents America's non-alcoholic

beverage industry. The ABA represents hundreds of beverage producers, distributors, franchise companies

and support industries. Together, they bring to market hundreds of brands, flavors and packages, including

regular and no- and low-calorie soft drinks, bottled water and water beverages, 100 percent juice and juice

drinks, sports drinks, energy drinks and ready-to-drink teas and coffees.

ABA provides a neutral forum in which members convene to discuss common issues while maintaining their

tradition of spirited competition in the American marketplace. The Association also serves as liaison between

the industry, government and the public, and provides a unified voice in legislative and regulatory matters. As

the national voice for the non-alcoholic refreshment beverage industry, the American Beverage Association

staff of legislative, scientific, technical, regulatory, legal and communications experts effectively represent

member companies’ interests.

Major Contributor to America’s Economy

In 2014, the non-alcoholic beverage industry provided nearly 240,000 jobs in the United States. In addition to

beverage production and distribution jobs, America’s beverage industry supports hundreds of thousands more

workers in restaurants, grocery stores, convenience stores, movie theaters and more that depend, in part, on

beverage sales for their livelihoods.

With a direct economic impact of more than $169 billion, America’s beverage industry provides $21.1 billion

in wages, and contributes $13.6 billion in taxes at the state level and $22.9 billion at the federal level.

In communities across the country, America’s beverage industry contributes more than $1.6 million to

charitable causes.

We are American companies making American products with American workers in America’s hometowns.

Priority Initiatives

Balance Calories & Mixify™ Initiatives

In 2014, together with the Alliance for a Healthier Generation, America’s beverage companies announced a

new, ambitious goal to reduce beverage calories consumed per person in the U.S. by an additional 20% by

2025. To meet that goal, we are undertaking broad, measurable actions in product innovation, marketing

communications, distribution and education to drive consumer behavior changes and help improve America’s

health. The initiative is the single largest voluntary effort by an industry to help fight obesity. We also support

families in their efforts to achieve balance what they eat, drink and do with Mixify™ a multi-year national

effort using social media, digital and TV advertising.

Clear on Calories

Through the Clear on Calories commitment, America’s beverage companies place clear calorie labels on the

front of every bottle, can and pack they produce. Total calorie counts right up front help consumers know

exactly how many calories are in a beverage before purchasing, helping them make the informed choice

that’s right for them. The beverage industry announced the Clear on Calories initiative in support of First

Lady Michelle Obama’s “Let’s Move!” campaign.

1101 Sixteenth Street, NW ● Washington, DC ● 20036-4877 ● TEL (202) 463-6732 ● FAX (202) 463-8178 ● www.ameribev.org

Calories Count™ Vending Program

Building upon previous industry initiatives, America’s leading beverage companies worked with Chicago

Mayor Rahm Emanuel and San Antonio Mayor Julián Castro to launch the Calories Count™ Beverage

Vending Program. This vending machine program provides clear calorie information on vending machines

and reminds consumers that calories count in all the choices they make. The Calories Count™ Beverage

Vending Program was launched in municipal buildings in the cities of Chicago and San Antonio and then

made available to customers nationwide.

School Beverage Guidelines

Working together, beverage companies reduced beverage calories in schools by 90 percent between

2004 and the end of the 2009-2010 school year by delivering on their national School Beverage

Guidelines. The companies voluntarily removed full-calorie soft drinks and replaced them with more

lower-calorie options as well as smaller portion sizes. These guidelines were developed in partnership

with the William J. Clinton Foundation and its Alliance for a Healthier Generation.

Drink Up Initiative

America’s beverage companies joined First Lady Michelle Obama and the Partnership for a Healthier

America to support “Drink Up,” an initiative designed to encourage Americans to stay hydrated by drinking

more water. Bottled water brands are placing the “Drink Up” logo on packaging and company trucks and

using it in advertising and social media.

Product Innovation

Through innovation, our companies have broadened their product portfolio, offering beverages in a wide

variety of type, portion size and calories. New choices include an ever-increasing selection of lower- and

no-calorie beverage options. Our industry is also delivering a range of portion sizes as another way to help

individuals and parents choose beverages that are right for them and their families.

Advancing Community Solutions to Childhood Obesity Prevention

The American Beverage Foundation for a Healthy America and the U.S. Conference of Mayors

(USCM) are partners on a multi-year community grant program focused on educating children and families

about the importance of balancing calories and regular physical activity to achieve a healthy, active and

balanced lifestyle. The goal of the “Childhood Obesity Prevention Awards” is to support and/or enhance

mayors’ ongoing childhood obesity prevention programs in their cities. The program also included a

national public awareness campaign and connects mayors with innovative, cost-effective program strategies

to successfully reduce childhood obesity in their cities. The partnership with USCM builds upon long-

standing work by the non-alcoholic beverage industry to support nutrition education for children, strengthen

communities and empower consumers. It is another public-private partnership dedicated to making a real

difference.

Contacts

Steve Lodge Genna Gent

Senior Director, Outreach & Special Projects Vice President, State & Local Affairs

(202) 463-6768 (202) 463-6707

slodge@ameribev.org ggent@ameribev.org

 

American Chemistry Council 700 Second St, NE Washington DC 20002 www.americanchemistry.com Josh Young Senior Director, State Government Affairs (P) 202-249-6223 Josh_Young@americanchemistry.com

Overview: The American Chemistry Council (ACC) represents more than 180 leading companies engaged in the business of chemistry. ACC members apply the science of chemistry to develop the products that make modern life possible, while working to protect the environment, public health and the security of our nation. Our mission is to deliver business value through exceptional advocacy. We do this through enhanced member performance, scientific research, political engagement, and a commitment to sustainable development. Chemistry is also the cornerstone of American prosperity and global competitiveness. From medicines, fabrics, plastics and clean drinking water to cell phones, computers, automobiles and aircrafts, chemicals and the business of chemistry are at the heart of safer, more convenient and healthier living. State Priority Policy Issues: Chemical Safety Promoting the safe use of the essential products of chemistry is a shared responsibility of manufacturers, the government and those who use or sell chemical products. Manufacturers and government must work together to:

Develop, implement and comply with sound regulations so chemicals are safe for intended use.

Enhance scientific understanding of chemical safety. Produce publicly accessible safety information.

Energy To meet our nation’s economic and environmental goals, ACC supports a comprehensive national energy strategy that promotes and develops all of America’s own energy resources. Three energy sources—domestic natural gas from shale formations, energy efficiency and energy recovery from plastics—can help America reach energy security and environmental goals. At the same time, these energy sources will promote growth in America’s chemistry industry and create opportunity for a broad range of industries, while driving the creation of new jobs.

Rail/Infrastructure ACC and its members are committed to working with their transportation partners and lawmakers to promote the safe shipment of chemicals by rail. We also support policies to promote greater freight rail competition and improve the efficiency and effectiveness of the Surface Transportation Board.

Environmental Regulation America’s environmental policies must promote the shared national goal of a healthy environment while encouraging innovation and high-skilled, high-paying jobs in the business of chemistry here at home. ACC advocates cost-effective laws and regulations that improve our nation’s overall environmental performance and provide clear direction for American manufacturing.

Employment data:

The chemical industry’s expansion is reversing a falling trend in employment. Employment in the chemical industry is expected to have grown by 1.2% in 2015 with continued additions through 2020. This is in contrast to a continuous decline in employment from 1999-2011. Because chemical industry workers are among the highest paid in the manufacturing sector, growing payrolls will strengthen local economies.

Employment figures

The business of chemistry provides over 800,000 skilled American jobs. The average annual pay in the business of chemistry of more than $90,000. For every job created by the business of chemistry, 6.3 are generated elsewhere in the economy,

totaling 5.9 million jobs.

National Economic Impact:

The business of chemistry is a $801 billion enterprise. The business of chemistry supports nearly 25% of the U.S. GDP. Chemical companies invested $59 billion in research and development in 2014 Nearly 860 million tons of products were transported in 2014, making the business of chemistry

one of the country’s largest shippers. Over the next five years chemical production is expected to grow by more than 22 percent,

pushing industry shipments to $1 trillion by 2020; Shale gas and the surge in natural gas liquids supply has helped moved the U.S. from being a

high-cost producer of key petrochemicals and resins during the 2000s to among the lowest cost producers globally. As a result, exports are surging. Excluding pharmaceuticals, the industry has consistently maintained a chemicals trade surplus, which this year is nearly $35 billion and by 2020 is expected to reach nearly $60 billion.

Capital investment is exploding. Beginning in 2010, as chemical manufacturers began recovering from the Great Recession there has been double digit growth in capital spending - including equipment upgrades and efficiency investments. Over the next five years we are likely to see more than $240 billion in domestic investment. Shale gas-induced projects alone represent over $158 billion of this, with more than 60% of investment being foreign direct investment.

  

American College of Cardiology (ACC)  "Advocacy is Public Service" 

 The American College of Cardiology and its chapters partner with lawmakers to craft evidence­based, cost effective healthcare policies that place the needs of patients above all else. Because we believe grassroots advocacy is public service, cardiologists, cardiac nurses and practice administrators not only lobby elected officials but serve as resources to them on a broad range of issues.  Medical Malpractice:  Caps on non­economic damages have proven effective in reducing malpractice premiums and retaining adequate physician workforces. Just as important, however, are the evidentiary and procedural rules that govern pre­trial disputes and rules of civil procedure. For example,  legislation aimed at encouraging early settlements, requiring expert witnesses to have practiced in the medical specialty that is the subject of a trial, ensuring apologies and admissions of error are not considered per se admissions of guilt, and protecting peer review confidentiality from litigation will go a long way in allowing physicians to exercise clinical judgment and truly partner with patients.   Public Health:  In July of 2015 the ACC convened medical experts from academia, community health organizations and patient advocacy groups to launch its Population Health Initiative which focuses on improving primary prevention policies in the states.  Reducing tobacco and e­cigarette consumption, providing school children with healthy food choices and developing physical education programs that include wellness learning will go a long way in reducing childhood obesity and reducing healthcare costs. In addition, the marketing and sale of energy drinks to children is not only a health concern but a safety issue as well, with emergency rooms seeing an uptick in admissions resulting from recreational use of energy drinks.   Sudden Cardiac Arrest in Scholastic Athletes: When a scholastic athlete dies legislators understandably want to take aggressive action to prevent further tragedies. Unfortunately, such action often comes in the form of mandated EKG testing for which clinical consensus does not exist and which research suggests is not operationally feasible in mass screenings.  A viable alternative is to increase on site resources such as Automated External Defibrillators (AEDs) and CPR trained personnel and reform the pre­participation application process to collect more family health history. The ACC has developed resource materials so that legislators and advocates can learn what is working around the country. 

 CPR/AED Training for High School Graduation: Twenty­seven states have this requirement and Anerican Heart, ACC and Phillips are working with a broad range of allies to make it to 50 states.  Emergency Care: ACC is working with state coalitions comprised of health department representatives, American Heart Association officials, EMTs and health system leaders to update emergency care programs (such as transporting and treating heart attack patients) so that institutions and medical staff are equipped with the technology and patient data to cut response times.   Insurance Coverage: The College and its chapters are working with medical societies to reform prior authorization policies to ensure clinical judgment guides coverage decisions.   Pharmaceutical: Synchronization of refills, transparency and prior authorization are critical to maintain costs and ensure patients have timely access to medication.  Medical Societies nationwide have expressed newfound interest in this area and we convene with them regularly to evaluate proposals and meet with pharmaceutical representatives to identify political common ground and support innovation and research.    For state advocacy information contact Frank Ryan at 202­375­6409 or fryan@acc.org      

1 in 9 Americans

$160million $5.6

million$45.9millionin grants to local and

national initiatives since 2000

active dollars in local communities

62millionservice calls

$213billionbenefits paid

673millionclaims processed

in giving through associate programs

OVERVIEW & MEMBERSHIP

LEADERSHIP

AFFORDABLE ACCESS TO QUALITY CARE

$73billiontotal operatingrevenue

SUBSIDIARIES

member access through BCBSA's nationalBlueCard® PPO program

93% of physicians

96% of hospitals

BC or BCBS licensed plans (6)

BC or BCBS licensed plans + Medicaid presence (8)

Medicaid presence (11)

CORPORATE SOCIAL RESPONSIBILITY

CorporateHeadquarters

120 Monument CircleIndianapolis, IN 46204

38.7 milliontotal medical members in

affiliated health plans

MEASURES & METRICS

ASSOCIATES, VISION & VALUES

over 72 milliontotal lives served

14 states*

BC or BCBS plan

19states

Medicaid presence

51,500 associates advancing our vision to be America’s valued health partner

DIVERSE CUSTOMER BASE

Joseph SwedishPresident and Chief Executive Officer

Jose TomasExecutive Vice President

and Chief Human Resources Officer

Peter HaytaianExecutive Vice President and President, Government Business Division

Samuel Nussbaum, M.D.Executive Vice President, Clinical Health Policy, and Chief Medical Officer

Wayne DeVeydtExecutive Vice President and Chief Financial Officer

Thomas ZielinskiExecutive Vice President

and General Counsel

Brian GriffinExecutive Vice President and President, Commercial and Specialty Business Division

Martin Silverstein, M.D.Executive Vice President and

Chief Strategy Officer

Gloria McCarthyExecutive Vice President and Chief Administrative Officer

Craig Samitt, M.D.Executive Vice President and

Chief Clinical Officer

(in 000’s)

Local Group 15,200

NationalAccounts 7,300

Medicaid 5,800

BlueCard® 5,400

Individual 1,700

FEP 1,500

Medicare 1,400

39%

19%

15% 14%

5% 4% 4%

Today’s evolving health care system demands a new kind of health benefits company – and we take that responsibility seriously. Anthem, Inc. is committed to ensuring consumers have expanded access to high-quality, affordable health benefits. Going beyond the expected, we recognize and are dedicated to helping people more effectively decide how to choose and consume health care. We deliver meaningful value to consumers and shareholders though provider collaborations and engagement with physicians; enhanced affordability and cost of care and care management capabilities; and a superior breadth of solutions that deliver a better, more personalized health care experience. Embracing innovation, we have the insights and access of a broad network and dedicated local presence to meet the needs of the increasingly diverse customers, membership and communities we serve. Learn more at antheminc.com.

*Service area includes all or portions of affiliated plans' state

Q3 2015 Data

1 in 9 Americans

$160million $5.6

million$45.9millionin grants to local and

national initiatives since 2000

active dollars in local communities

62millionservice calls

$213billionbenefits paid

673millionclaims processed

in giving through associate programs

OVERVIEW & MEMBERSHIP

LEADERSHIP

AFFORDABLE ACCESS TO QUALITY CARE

$73billiontotal operatingrevenue

SUBSIDIARIES

member access through BCBSA's nationalBlueCard® PPO program

93% of physicians

96% of hospitals

BC or BCBS licensed plans (6)

BC or BCBS licensed plans + Medicaid presence (8)

Medicaid presence (11)

CORPORATE SOCIAL RESPONSIBILITY

CorporateHeadquarters

120 Monument CircleIndianapolis, IN 46204

38.7 milliontotal medical members in

affiliated health plans

MEASURES & METRICS

ASSOCIATES, VISION & VALUES

over 72 milliontotal lives served

14 states*

BC or BCBS plan

19states

Medicaid presence

51,500 associates advancing our vision to be America’s valued health partner

DIVERSE CUSTOMER BASE

Joseph SwedishPresident and Chief Executive Officer

Jose TomasExecutive Vice President

and Chief Human Resources Officer

Peter HaytaianExecutive Vice President and President, Government Business Division

Samuel Nussbaum, M.D.Executive Vice President, Clinical Health Policy, and Chief Medical Officer

Wayne DeVeydtExecutive Vice President and Chief Financial Officer

Thomas ZielinskiExecutive Vice President

and General Counsel

Brian GriffinExecutive Vice President and President, Commercial and Specialty Business Division

Martin Silverstein, M.D.Executive Vice President and

Chief Strategy Officer

Gloria McCarthyExecutive Vice President and Chief Administrative Officer

Craig Samitt, M.D.Executive Vice President and

Chief Clinical Officer

(in 000’s)

Local Group 15,200

NationalAccounts 7,300

Medicaid 5,800

BlueCard® 5,400

Individual 1,700

FEP 1,500

Medicare 1,400

39%

19%

15% 14%

5% 4% 4%

REVISED 11/2015

Anthem is working to transform health care with trusted and caring solutions. Our health plan companies deliver quality products and services that give their members access to the care they need. With over 72 million people served by its affiliated companies, including more than 38 million enrolled in its family of health plans, Anthem is one of the nation’s leading health benefits companies. For more information about Anthem’s family of companies, please visit www.antheminc.com/companies.

Except where otherwise noted, all figures represent end of year 2014 data and represent statistics aggregated for all Anthem, Inc. affiliated health plans.

Q3 2015 Data

Science For A Better Life Bayer is a world-class innovation company with a more than 150-year history and core competencies in the fields of health care and agriculture. We develop new molecules for use in innovative products and solutions to improve the health of humans, animals and plants. Our research and development activities are based on a profound understanding of the biochemical processes in living organisms. With our products, we are contributing to finding solutions to some of the major challenges of our time. The growing and increasingly aging world population requires improved medical care and an adequate supply of food. Bayer is improving people’s quality of life by preventing, alleviating and curing diseases. And we are also helping to provide a reliable supply of high-quality food, feed and plant-based raw materials. Our broad product portfolio includes many world-famous brands which have shaped the iconic Bayer brand. Some of them have been helping our customers for decades; others only recently came out of our labs. Their active ingredients are designed to influence the biochemical processes in living organisms. As different as people, animals and plants might seem, common rules govern the molecular mechanisms in all life forms. The active ingredients promote or enable positive processes or they prevent or suppress negative processes. That’s what Life Science is all about. And with our innovative products, we help. That is what our mission Bayer: Science For A Better Life stands for. Pharmaceuticals: strong organic growth The Pharmaceuticals Division focuses on prescription drugs for the therapeutic areas of cardiology, oncology, gynecology, hematology and ophthalmology. With our innovative products, we seek to achieve a significant therapeutic benefit for patients, while at the same time satisfying the growing requirements of physicians and health insurers. Consumer Health: expanding with major brands Our goal is to further expand our strong position in the market for non-prescription (over-the-counter) medicines, nutritional supplements and other self-care products. We aim to lead the market in the countries and categories in which we compete. Our goal is to strengthen our key brands such as Bayer Aspirin™, Aleve™, Bepanthen™, Berocca™, Alka Seltzer™, Canesten™, Claritin™, Coppertone™, Dr. Scholl’s™, Elevit™, MiraLAX™ and Supradyn™ through both product innovation and geographical expansion.

Crop Science: leading market position Bayer is the third-largest innovative agricultural input company in the world and we aim to help make the agricultural economy more productive. Our goal is to focus on sustainable growth through superior innovation and a customer-centric approach to the market. The Crop Science strategy is built on four key elements: first, enhancing our Crop Protection portfolio by developing more integrated solutions for major crops; second, increasing customer centricity along the entire value chain; third, leading the way in innovation in chemical and biological crop protection, seeds and the further development of digital farming; and fourth, expanding our seed footprint – especially for soybeans and wheat. Animal Health Division: leadership position Our goal at our Animal Health Division is to strengthen our leadership position in the companion animals market and achieve growth in the livestock market as well. We aim to achieve this by expanding our research and development activities and innovating new products to protect the lives of both pets and livestock.

  COMCAST CORPORATION: Comcast Corporation (Nasdaq: CMCSA, CMCSK) (www.comcast.com) is one of the world's leading media, entertainment and communications companies. Comcast is principally involved in the operation of cable systems through Comcast Cable Communications and in the development, production and distribution of entertainment, news, sports and other content for global audiences through NBCUniversal. Comcast Cable Communications is one of the nation's largest video, high‐speed Internet and phone providers to residential and business customers. Comcast is the majority owner and manager of NBCUniversal, which owns and operates entertainment and news cable networks, the NBC and Telemundo broadcast networks, local television station groups, television production operations, a major motion picture company and theme parks.  COMCAST CABLE: Comcast Cable applies the latest innovation and technology to entertain, inform and connect people in new ways. Providing households and businesses with the ultimate in video, Internet, voice, home management and business services.  XFINITY® TV, Internet, Voice: XFINITY offers the best video, Internet and voice experiences. We provide next‐generation television on a host of new devices to over 22 million customers — more than any other company. XFINITY TV offers customers the best viewing experience anytime, anywhere, with the most extensive collection of entertainment available on XFINITY On Demand, online at xfinity.com/tv, through XFINITY TV apps and on XFINITY Streampix. Our X1 cloud‐based next‐generation platform makes possible even more choices, features and personalization. As the nation’s largest and fastest Internet service provider, Comcast’s high‐speed network is helping to shape the future of how people use the Internet to enhance their lives.  And Comcast technology opens up new ways to communicate with IP‐enabled voice service and wireless options, letting people connect seamlessly with those most important to them.  XFINITY® HOME: Comcast is bringing the future of innovation and technology to the home with new and better ways to help people manage their daily lives. XFINITY Home is a growing collection of innovative security and smart home services that give customers added convenience and peace of mind. XFINITY Home harnesses the power of the cloud to keep people connected to their home and family — via text and email alerts, remote control of thermostats and lighting over the Internet, and even streaming live video to a computer or smartphone.   

Comcast Business Services: Comcast offers small and mid‐sized businesses new and better choices in technology, service and value to help give them a competitive edge. Comcast Business Services delivers advanced, flexible communications solutions that includes fast, reliable Business Class Internet, voice and video, as well as 24/7 business tech support.  Comcast Spotlight: Comcast Spotlight puts the power of cable to use for local, regional and national advertisers. We provide advanced technologies and products that reach audiences more effectively — and help move the industry forward. In over 80 markets reaching some 30 million homes, we offer advertisers large and small the latest marketing tools, intelligence and promotional opportunities. Comcast Spotlight is developing new media solutions with more metrics for accountability. Like every part of Comcast Cable, advertising is redefining its industry.   NBCUniversal: One of the world’s premier media and entertainment companies.  Continually bringing new television, movie and theme park experiences to a global audience.  Founded in 1926, NBC is the nation’s first national broadcast network.  Today, the NBC television network gives viewers a combination of NBC’s national programming and the local programming of more than 200 affiliated stations.  NBCUniversal reaches a wide variety of audiences through its portfolio of 15 national cable networks, 13 regional sports and news networks, and more than 60 international channels.  Universal Pictures and Focus Features create and distribute filmed entertainment for a growing global marketplace, and Universal Parks & Resorts has created some of the world’s most popular entertainment vacation destinations.  Comcast Ventures: Comcast Ventures is the venture capital affiliate of Comcast Corporation, which invests in innovative businesses that represent the next generation of entertainment, communications and digital technology by partnering with entrepreneurs who have the vision, passion and tenacity to succeed. Most investments are in the advertising, consumer, enterprise and infrastructure sectors. Comcast Ventures provides its portfolio companies with countless resources, relationships and know‐how to help them perform at the highest possible levels.   Comcast‐Spectacor:  Comcast‐Spectacor is a leader in the sports management industry, providing high quality sports and entertainment to millions of fans around the world.  Global Spectrum is one of the world’s leading experts in managing arenas, stadiums, exhibition centers and other sports and event locations — more than 110 venues from Philadelphia to Abu Dhabi, Singapore and China.   Areas of Special Interest: Cable Television/Telecommunications, Tax Legislation, Utility Issues, Broadband, Piracy and Privacy  Headquarters: Philadelphia, PA Website: http://corporate.comcast.com/  Blog: http://blog.comcast.com  Stock Symbols: NASDAQ: CMCSA, CMCSK Key Contact: Lyndsay Moyer Government Affairs, Comcast 1701 John F. Kennedy Blvd. Philadelphia, PA 19103 Phone: 215‐286‐7684 Email: Lyndsay_Moyer@comcast.com  

Helping People on their Path to Better Health

Millions of times a day, we’re helping people on their path to better health—from advising on prescriptions to helping manage chronic and specialty conditions. Because we’re present in so many moments, big and small, we have an active, supportive role in shaping the future of health care.

A LEADING PHARMACY BENEFITS MANAGER (PBM)

As one of the country’s largest PBMs, we touch more than 65 million Americans through 2,200 clients who provide health coverage. Our PBM team of pharmacists, clinicians and advisors helps make prescription medications more affordable by negotiating lower drug prices and encouraging use of cost-saving generics. We also provide personalized service and counseling to help people get their medications and refills on time, while identifying potentially harmful drug interactions before they happen. We are also the second largest provider of Medicare Part D coverage.

THE SPECIALTY PHARMACY LEADER

Specialty care focuses on complex therapies for conditions such as cancer, rheumatoid arthritis, cystic fibrosis, HIV and multiple sclerosis. These drug therapies can be difficult to administer and they can also result in challenging side effects. Our team of specialized clinical pharmacists helps advise and train people to use these medicines safely and effectively.

A HEALTH CARE ADVOCATE TO HELP PEOPLE ON THEIR PATH TO BETTER HEALTH

CVS Health is committed to education, policy and programs that help people get and stay on the medications prescribed by their doctors. Failure to stay on the right medication is a common cause of preventable hospitalizations and illnesses, adding $300 billion to the cost of health care each year.

YOUR NEIGHBORHOOD PHARMACY

With 7,700 stores across the U.S.,75 percent of all Americans live within three miles of a CVS/pharmacy in the areas we serve. More than 26,000 pharmacists and 2,500 nurse practitioners work across 46 states, the District of Columbia and Puerto Rico to build healthier communities. Our team is dedicated to advising on prescriptions and providing a supportive role in each person’s unique health experience.

200K+Employeesin 46 states, Puerto Rico and District of Columbia

26,000+Pharmacists

7,900CVS/pharmacy stores

6M+ Med-D

8M+ Medicaid

70MLives

Touched

2,200 Pharmacy Services Clients

50M+ Prescriptions

Delivered

700K Specialty Patients

Millions of times a day, we’re helping people on their path to better health—from advising on prescriptions to helping manage chronic and specialty conditions. Because we’re present in so many moments, big and small, we have an active, supportive role in shaping the future of health care.

Reinventing Pharmacy for Better Health

PROVIDING ACCESS TO QUALITY HEALTH CARE

We are a trusted and reliable source of health care information. Through our CVS/pharmacy stores, MinuteClinics and PBM business, we provide convenient access to quality health and pharmacy care.

MANAGING ESCALATING COSTS OF HEALTH CARE

Rising health care costs continue to be an issue for the nation. As a pharmacy innovation company, CVS Health is focused on finding ways to reduce overall health care costs by:

• Engaging consumers in their healthcare decisions through our uniqueposition at the intersection ofpharmacy and health care.

• Working to improve medicationadherence to achieve better healthoutcomes and reduce overall healthcare costs.

• Offering our PBM clients a variety of formulary and plan design strategiesto help manage costs by promotingthe use of clinically appropriate andcost-effective medications.

• Offering solutions to help control costsin Medicaid and Medicare Part D.

DELIVERING QUALITY CARE THAT HELPS IMPROVE HEALTH OUTCOMES

Health is everything. Improving health outcomes is a primary driver for all we do. With more than half of American adults living with chronic disease, we recognize the importance of developing and implementing condition management programs to help improve outcomes and keep patients on their medications. We also seek innovative ways to improve coordination of care, while engaging and empowering our health care consumers.

AMERICA’S LARGEST RETAIL HEALTH CLINIC

Located in more than 900 CVS/pharmacy stores in 28 states and the District of Columbia, our MinuteClinic locations provide people with convenient, affordable health care on their schedules and in their neighborhoods. MinuteClinic is on track to meet its goal of operating 1,500 clinics in more than 35 states by 2017. Our nurse practitioners and physician assistants are trained to diagnose and treat common illnesses and minor injuries. We offer health screenings, vaccinations and physicals to help people stay healthy year-round. And we’ve made monitoring chronic conditions a priority. Since launching in 2000, MinuteClinic has treated more than 21 million people.

1,000+MinuteClinic locationsIn 28 States and District of Columbia

25M+People Treated Since 2000

2,500+Nurse Practitioners

9.3.2014CVS QUITS FOR GOOD

Tobacco products gone from stores as of September 3, 2014

Numbers based on 2014 data.

 

 

GE Oil & Gas  

GEOil&Gassupportsstateactiontoencouragetheuseofnaturalgasvehiclesinbothpersonalandcommercialservice.Thefollowingdetailstheenvironmentalandeconomicbenefitsandprovidessuggestionsforhowstatescanattainthesebenefitsforthecitizensandtheenvironment.

TheBenefitsandOpportunityofNaturalGasVehiclesAs the largestproducerofnaturalgas in theworld, there isa tremendousopportunity today for theUnitedStatestousethiskeyenergysourceasatransportationfuel.Naturalgasisaclean‐burningfuelthat is helping consumers and fleets across the country improve their bottom line and theenvironment.Recentannouncements inthemarine,rail,andheavymachinerysectors indicatetheytooarenowtransitioningtonaturalgas.The expanded use of natural gas as a transportation fuel also holds a number of important policybenefits. With 33 states producing America’s abundant natural gas, extending the use of this keyenergysourcetotransportationisimportanttoeachstate’seconomy,airquality,andenergysecurity.Statescanplayanimportantroleinpromotingtheuseofnaturalgasfortransportationandingrowingthemarketplacefornaturalgasvehicles(NGVs).BenefitsNaturalgasisaU.S.productthatimprovesourenergysecurity.It isanodorless,colorless,non‐toxic,andnon‐corrosivesourceofenergythatisabundanthereintheUS.Whenusedasafuelforvehiclesitiscosteffective,clean,andquiet,providinganexcellentalternativetogasolineanddiesel.Naturalgasisusedasavehiclefuelintwoforms,compressednaturalgas(CNG)andliquefiednaturalgas(LNG).

CostEffectiveo Naturalgasisnottiedtoworldoilprices,creatingareliablelowcostadvantagethatwill

lastfordecadestocome.o Recently,CNGandLNGcostapproximately$1.50to$2.00lessthangasolineanddieselon

anequivalentenergybasis.Thedifferentialwilllikelyriseasoilpricesreboundo Thecommoditycostofnaturalgasasapercentofthetotaldeliveredfuelcostismuchless

thanforgasolineordiesel,providingstabilityinthetotalfuelpriceforCNGandLNG.o TheincrementalpricesforNGVsandconversionsaredecreasing,andinnovationsinCNG

andLNGfueltankswillhelptolowerthesecostsfurther.

EnvironmentalBenefits

o Naturalgasconsistsprimarilyofmethane(CH₄)andburnsalmostcompletely.o NGVsgenerallyemit15–23percentfewergreenhousegas(GHG)emissionsthan

comparablegasolineanddieselvehiclesonawell‐to‐wheelsbasis.o Whenreplacingoldertrucksandheavydutyvehicles: Nitrogenoxides(NOx)emissionsarereduced76–97percent;and Particulatematter(PM10)isreduced98percentforenginespriorto2007.

 

o Naturalgasislighterthanairandsorisesanddispersesquicklyanddoesnotdamagesurroundingecosystemsandwatersystemsifventedforanyreason.

o NewnaturalgasheavydutyenginesproduceNOxatlevelsapproachingzeroemissionvehicles.

o NGVsare80–90percentquieterthancomparabledieselvehicles.o NGVsmeetorexceedEPAstandardsforGHGandairquality.

SuccessFactorsforNGVMarketGrowthMany factors are involved in growing theNGVmarket, but key components are vehicle availability,fueling stations, and government incentive programs. There aremany options in themedium andheavydutyvehiclemarketforCNGandLNGvehicles,buteachcarriesanincrementalcostthatisoftenoffsetbystateincentiveprogramsinordertocapturethelargereconomicandenvironmentalbenefits.

FuelingstationsforCNGandLNGcontinuetobebuiltat the average rate of 10–15 permonth because thedemandforNGVfuelingisgrowing.Morestationsandvehiclesperstationareneeded,however, foravibrantNGVmarket.

WhatStatesCanDotoGrowtheNGVMarketplaceWhilenaturalgasismorecosteffectivethanmostothertransportationfuels,theincrementalcostofvehicles and costs to build stations are not insignificant, justifying the need for federal and stateincentivesforboth.Atthefederallevel,currentlyonlyelectricandhydrogenvehiclesreceiveincentives,requiring the states to step up to encourage NGVs and stations. Needed policy that the states canprovideincludes:

NGVgrantsand/ortaxincentives; Establishexcisetaxandmethodofsaletobebasedongasolineanddieselgallonequivalent

(GGEandDGE)units; Incrementalsalestaxexemption—fleetsshouldnothavetopaymoretaxtobuyavehiclethat

isbetterfortheenvironmentthangasolineordieselvehicles(creatingalevelplayingfield);and

IncrementalweightexemptionforheavydutyNGVs(add2,000lbs.toallowablelimitforNGequipment).

ShiftstateandlocalfleetpurchasestoaccommodateadditionaluseofLNGandCNGfuelvehicles

ConclusionTheU.S.anditsstatesarefortunatetohaveavastnaturalgasresource.ExpandeduseofCNGandLNGfuelvehiclesprovideeconomicandenvironmentalbenefitstothestatesandboththecommercialandpersonalvehicleoperators.StatesshouldparticipateinandencouragethegrowthoftheNGVmarketandthesupplychaintoservicethatgrowingmarket.ForAdditionalInformationContact:paul.doucette@ge.comormgodlewski@ngvamerica.org 

NaturalGasStationStatisticsFuelType Operational PlannedCNG 1,569 206LNG 111 62

Prescription Medicines are an Answer to Rising Health Costs • Prescription medicines offer effective disease prevention and treatment, often avoiding more

costly medical care. • Brand medicines represent just 3% of Medicaid spending after rebates.1 Retail prescription

medicines have represented less than 10% of national health spending for more than 50 years. 2 • States already receive substantial medicine price discounts in Medicaid, employee health and

exchange programs – including protection from price inflation on brand medicines. Prescription medicines deliver value to patients, payers and society • Improving medicine adherence – encouraging patients to take medicine as prescribed – could

save the health care system billions of dollars by improving patient outcomes and reducing use of more expensive health services like emergency room visits and hospitalization. o Improved adherence to diabetes medicines could save $4.7 billion – from 699,000 fewer

emergency room visits and 341,000 fewer hospitalizations annually.3 • Increased prescription medicine costs may be offset by reduced total medical costs.

o Every $1 in prescription medicines for patients adhering to prescribed treatment helped to reduce total medical costs by $10.10 for patients with hypertension, $8.60 for patients with congestive heart failure and $6.70 for patients with diabetes.4

Prescription medicines are not driving health cost growth • Brand medicines represent just 3% of 2014 Medicaid spending after rebates.5 • Retail brand and generic medicines represent just 9% of national health spending. That figure

hasn’t exceeded 10% for more than 50 years.6 • Generics represent 80% of Medicaid prescriptions7 and 88% of total U.S. prescriptions in 2014.8 It costs an average of $2.6 billion9 to develop a new medicine • Lilly invested $4.7 billion in R&D in 2014 and has 57 potential new medicines in development. • Biopharmaceutical manufacturers invest 10 times more on R&D than consumer advertising.10,11

1 PhRMA analysis of data from CMS, HHS OIG and the Lewin Group. 2 Department of Health and Human Services, Centers for Medicare and Medicaid Services. 2013 National Health Expenditure data. 3 Ja AK, Aubert RE, Yao J, et al. Greater adherence to diabetes drugs is linked to less hospital use and could save $5 billion annually. Health Affairs 2011;31(8):1836-1846. 4 Roebuck MC, Liberman JN, Gemmill-Toyama M, Brennan TA. Medication adherence leads to lower health care use and costs despite increased drug spending. Health Affairs 2011; 30(1): 91–99. 5 PhRMA analysis of data from CMS, HHS OIG and the Lewin Group. 6 Department of Health and Human Services, Centers for Medicare and Medicaid Services. 2013 National Health Expenditure data. 7 Bruen B, Young K. What drives spending and utilization on Medicaid drug benefits in states. Washington, DC: Kaiser Family Foundation. December 2014. 8 IMS Institute for Healthcare Informatics. Medicines use and spending shifts: A review of the use of medicines in the U.S. in 2014. Parsippany, NJ: IMS Health; April 2015. 9 Cost to develop and win marketing approval for a new drug is $2.6billion [press release]. Boston, MA: Tufts Center for the Study of Drug Development. November 18, 2014. 10 Pharmaceutical Research and Manufacturers of America. Pharmaceutical Industry Profile 2015. Washington, DC: PhRMA. March 2015. 11 IMS Health, IMS Integrated Promotional Services, June 2015.

Approved for External Use October 2015

• The biopharmaceutical industry supports 3.4 million U.S. jobs and $789 billion in national economic output.12

States already receive price discounts in Medicaid, employee and exchange plans • Federally mandated rebates ensure Medicaid pays the same or less than private payers –

including additional rebates if brand medicine prices increase faster than inflation.13 o Manufacturer rebates exceeded $21 billion in 2014.14 o Brand medicine rebates averaged 59 cents of every $1 in Medicaid medicine costs.15 o Federal matching funds further reduce state costs.

• Lilly negotiates discounts with managed care organizations and pharmacy benefit managers to secure formulary placement on employee health and exchange plans.

Patients pay more out-of-pocket for medicines than other health care • Patients bear a higher out-of-pocket burden for prescription medicines – paying 17 cents of every

$1 in medicine costs – but only 3 cents of every $1 in hospitalization costs.16 • Patients often pay different pharmacy prices for the same medicine. These variations depend on

several factors, including the type of prescription drug coverage they have. Variables include: o Their insurer (for example, private insurance or a federal health program) o Plan cost sharing requirements (for example, co-pays, co-insurance or deductibles) o Formulary status (for example, if a medicine is on a preferred formulary) o Pharmacy network status and reimbursement o Whether a managed care organization or health system passes along to consumers the

discounts negotiated from Lilly and other manufacturers Lilly continually seeks new ways to make medicines available to people who need them • For people with private health coverage, we negotiate competitive discounts with managed care

organizations and pharmacy benefit managers to secure formulary placement. • We provide price concessions as required by law to ensure our products are available to people

covered by federal health programs. • Lilly Patient Assistance Programs are available for eligible patients who cannot afford certain Lilly

medicines prescribed by their healthcare provider. o In 2014, Lilly patient assistance programs provided $527 million in products to help more than

209,000 people in need. Prescription medicine prices should be considered in context • Health care spending is increasing because of the cost of disease, not the cost of drugs. • National prescription medicine spending has remained stable for decades, despite price

fluctuations on select brand, generic or specialty medicines. • As the burden of chronic disease continues to increase, cost effective prevention and treatment –

including appropriate use of medicines and addressing health disparities among racial and ethnic minorities – will be essential to contain health spending growth.

• Prescription medicines are an answer to rising health costs, not the cause of them.

12 The economic impact of the U.S. biopharmaceutical industry. Columbus, OH: Battelle. July 2013. 13 There currently is no inflation component in the generic rebate formula. 14 Medicaid Pharmacy Costs, FFY2013 and FFY2014. Arlington, VA: The Menges Group. March 2015. 15 Ibid. 16 Department of Health and Human Services, Centers for Medicare and Medicaid Services. 2013 National Health Expenditure data. Approved for External Use October 2015

 

The company is known as Merck in the United States and Canada. Everywhere else, we are known as MSD. Merck & Co., Inc. is the legal name and is listed on the New York Stock Exchange under the symbol "MRK."

Description Merck is an innovative, global healthcare leader that is committed

to improving health and well-being around the world.

Our core product categories include diabetes, cancer, vaccines

and hospital acute care. We continue to focus our research on

conditions that represent some of today’s most significant health

challenges – like cancer, hepatitis C, cardio-metabolic disease,

antibiotic-resistant infection and Alzheimer's disease, and we are

on the front lines in the fight against emerging global pandemics,

such as ebola.

We also devote extensive time and energy to increasing access to

medicines and vaccines through far-reaching programs that donate

and deliver our products to the people who need them.

At Merck, we're applying our global reach, financial strength and

scientific excellence to do more of what we're passionate about:

improving health and improving lives.

Employees Approximately 68,000 (as of Sept.30, 2015)

Headquarters Kenilworth, New Jersey

Businesses Pharmaceuticals

Vaccines

Animal Health

2014 Revenue $42.2 billion

2014 Revenues (By Geographic Region)

United States $17.1 billion Europe, Middle East and Africa $13.2 billionAsia Pacific $4.0 billion Japan $3.5 billion Latin America $3.2 billion

Other $1.4 billion

2014 R&D Expense $6.5 billion (excludes restructuring and merger related expenses)

Products

Merck is a global healthcare company that delivers innovative

health solutions through its prescription medicines, vaccines,

biologic therapies, and consumer and animal health products. View

the products marketed in the United States at

http://www.merck.com/product/home.html

Pipeline Merck has a robust pipeline, with a wide range of product

candidates across each phase of development. View the pipeline

at http://www.merck.com/research/pipeline/home.html

Senior Leadership Kenneth C. Frazier, chairman of the board, president and chief

executive officer

We support public policies that advance the interests of patients, improve public health and promote access to medicines and innovation.

We work to achieve our business objectives responsibly and

respond to our many stakeholders' needs and concerns. We

support policies that promote the discovery of innovative medicines

and vaccines and make these products available to all who need

them.

To advance this objective, we:

develop policy positions that guide our activities and advocacy on a range of issues;

seek opportunities to adopt industry-leading standards in several areas;

strive to communicate clearly and transparently about our positions; and

work closely with the many groups and individuals who are also trying to address the complex healthcare challenges that confront us.

 

WHO WE ARE:  

The National Association of Home Builders (NAHB) is a Washington, D.C.‐based trade association whose mission is to 

advocate policies promoting the health of the residential construction industry and expanding opportunities for all 

consumers to have safe, decent and affordable housing. 

A federation of more than 800 state and local builder associations. 

NAHB’s 140,000 members employ more than 6 million workers nationwide. 

NAHB’s builder members will construct about 80 percent of the 1.25 million new housing units projected for 

2016. 

HOUSING’S IMPACT ON THE NATION:  

Housing construction and the value of housing‐related services account for about 15 percent of the Gross Domestic Product, making housing a major component of the economy. 

The construction of 1,000 single‐family homes generates: o 2,970 jobs across all U.S. industries (including construction, manufacturing, trade and professional 

services). o Approximately $162 million in wages and more than $110 million in federal, state and local tax revenues 

and fees. 

The construction of 1,000 rental apartments generates: o 1,130 jobs across all U.S. industries. o Approximately $61 million in wages and more than $42 million in federal, state and local tax revenues 

and fees. 

A $1,000 increase in new home prices will reduce by 206,000 the number of households that can afford to purchase a median‐priced home. 

About 64 out of 100 households own their own home. 

Home equity accounts for a total of more than $14 trillion in wealth for American households. 

Americans spend about $130 billion annually on home remodeling projects. 

There are more than 130 million housing units in the U.S. 

   NAHB POLICY ON KEY ISSUES  Tax Reform NAHB supports housing incentives in the tax code, including the deductions for mortgage interest and state and local property taxes.  These incentives largely benefit the middle‐class, in particular younger households and larger families, by making homeownership more affordable.  NAHB also supports the Low Income Housing Tax Credit, the primary tool for financing construction of new, affordable rental housing.  The LIHTC is currently producing approximately 75,000 new apartment homes annually and serves households earning 60% or less of the area median income.  Housing Finance Reform NAHB is a strong proponent of comprehensive housing finance reform that would increase the role of private capital in the U.S. housing finance system but maintain a limited federal backstop to the nation’s housing finance system.  Federal support is particularly important in continuing the availability of the affordable 30‐year fixed‐rate mortgage, which has been a staple of the U.S. housing finance system. NAHB also backs efforts to update and modernize the Federal Housing Administration and establish a strong framework for preserving rural housing.  Labor Shortage/Immigration Reform 

NAHB supports comprehensive immigration reform that will safeguard our borders, establish a fair employment verification system and create a market‐based visa system that will allow more immigrants to legally enter the construction workforce as the housing industry gains momentum and the demand for workers increases.  Environment NAHB supports a common sense, scientific approach to safeguarding the environment that reasonably balances protection of endangered species, clean air and clean water, with the need to allow local communities to grow and thrive.  NAHB is concerned with the rule from EPA and Army Corps that would expand federal jurisdiction under the Clean Water Act.  This rule will increase the federal government’s role in local land use and will increase the costs in residential construction.    Patent Reform Home builders have become the latest targets of “patent trolls.” Patent trolls send deceptive demand letters to exact licensing fees from businesses. NAHB believes businesses would benefit from greater transparency in patent demand letters. Requiring specific factual allegations of infringement would equip businesses with the necessary information while preserving the rights of patent holders.  Federal Regulatory Reform NAHB supports greater transparency and accountability in the federal regulatory process.  On average, regulations imposed by government at all levels account for 25% of the final price of a home.   Energy NAHB supports voluntary, market‐driven and cost‐effective measures that promote energy efficiency in the home and sustainable green building materials and construction techniques.  Policies, such as enhanced financing and green appraisals, can help make energy efficiency more affordable to the average home buyer.  Small Business Health Care Relief NAHB supports a market‐based approach to health care reform. While changes made under the Affordable Care Act affect employers and employees alike, action is needed to lower costs and provide better plan options, such as standalone health reimbursement arrangements. A sustainable health care system must reinforce the strengths of the employer‐sponsored health care system instead of imposing mandates, new taxes and penalties, and limiting flexibility.   Joint Employer NAHB supports legislation that would repeal the National Labor Relations Board’s decision to overturn 30 years of precedent by broadly expanding the definition of the joint employer standard. Depending on how far the NLRB goes, a change to the joint employer status could mean that an employer could be held jointly liable for any labor violations committed by its subcontractors.  DOL Overtime Proposal NAHB is urging the Department of Labor to revise its overtime proposal that would increase the federal overtime salary threshold from the current $23,660 to $50,440. Such a dramatic surge is unlikely to result in an increase in workers’ take‐home pay because it would force business owners to structure their workforce to compensate by scaling back on pay and benefits, as well as cutting hours to avoid the overtime requirements. If the hours of full‐time construction workers are cut under this plan, it will lead to construction delays, increased costs and less affordable housing options for consumers. 

 NAHB looks forward to working with NLGA to reaffirm the American Dream of Homeownership across the country.   For More Information Please Contact:  

Katie Bernard Wright              Steve Gallagher 

Manager, Intergovernmental Affairs, NAHB         Vice President, Intergovernmental Affairs, NAHB 202‐266‐8402 ‐‐ kbernard@nahb.org                                202‐266‐8319 ‐‐ sgallagher@nahb.org  Patrick Hogan Manager, Intergovernmental Affairs, NAHB 202‐266‐8126 – phogan@nahb.org  

The National Beer Wholesalers Association (NBWA) is a trade association that represents the interests of the 3,300 licensed, independent beer distribution facilities - with operations located in every state and congressional district across the United States - before government and the public. NBWA works to strengthen the state-based system of alcohol regulation that facilitates an orderly marketplace; creates a transparent and accountable system of alcohol distribution that protects American consumers; and promotes responsibility in the manufacture, distribution, sale and consumption of alcohol. America's beer distributors employ more than 130,000 hardworking Americans, who help ensure that the greatest choice, variety and selection of beer is delivered safely and efficiently to store shelves and bar taps. And distributors do more than just deliver beer. They are civic and business leaders who are active in their communities. Beer distributors promote responsible consumption, combat drunk driving and work to eliminate underage drinking. There is more consumer choice in alcohol than any other consumer good on the market. It's because of the very important role beer distributors play - giving brewers both large and small a vehicle to market - that consumers enjoy the vast selection they desire at a great price. Key Issues:

• Support for State-Based Regulation of Alcohol • The Future of the Alcohol, Tobacco, Tax and Trade Bureau (TTB) • Tax Reform and Support for Flow-Through Businesses

Key Contacts:

Paul Pisano Senior Vice President, Industry Affairs & General Counsel ppisano@nbwa.org David Christman Senior Director, State and Industry Affairs dchristman@nbwa.org

Danielle Duchesne Industry Affairs Assistant dduchesne@nbwa.org

  

Company Novartis AG provides innovative healthcare solutions that address the evolving needs of patients and societies. Headquartered in Basel, Switzerland, Novartis offers a diversified portfolio to best meet these needs: innovative pharmaceuticals, eye care and cost-saving generic medicines. Novartis is the only global company with leading positions in these areas. The US is a major center of research and development, manufacturing, sales and marketing for Novartis. Like our global organization, Novartis in the US is made up of three divisions – Pharmaceuticals, Alcon and Sandoz – which are supported by Novartis Business Services and the Novartis Institutes for BioMedical Research. Our Divisions

Novartis Pharmaceuticals Corporation Novartis Pharmaceuticals Corporation researches, develops, manufactures and markets leading innovative prescription drugs used to treat a number of diseases and conditions. Novartis Pharmaceuticals Corporation in the US is comprised of several business units including: General Medicines, Oncology, and Cell & Gene Therapies Unit. Novartis Pharmaceuticals Corporation offers a broad range of medicines for cancer, cardiovascular disease, endocrine disease, inflammatory disease, infectious disease, neurological disease, organ transplantation, psychiatric disease, respiratory disease, and skin conditions. Alcon Alcon provides innovative products that enhance quality of life by helping people see better. Our market leadership is fueled by innovation that addresses the world’s most pressing eye care needs. Alcon’s leadership is grounded in cutting-edge innovation and breakthrough technology, transforming the way we treat eye diseases and conditions. Alcon offers a broad spectrum of eye care products and is organized into the following key businesses: Surgical, Pharmaceutical Ophthalmics, and Vision Care. Sandoz Sandoz, a division of Novartis, is a global leader in generic pharmaceuticals, driving sustainable access to high-quality healthcare. Sandoz is the second-largest generics company in the world, and the clear leader in differentiated generics as well as the rapidly emerging market for biosimilars. NIBR The Novartis Institutes for BioMedical Research (NIBR) is the global pharmaceutical research organization for Novartis. The NIBR network comprises more than 6,000 scientists, physicians and business professionals working together across campuses in the US, Europe and Asia. Novartis Business Services Novartis Business Services (NBS) drives efficiency, increases standardization, and simplifies processes while harmonizing six service domains and related services, including human resources services, real estate management and facility services, procurement, information technology, and financial reporting and accounting operations, among others.

  

Community As a leading healthcare company, Novartis aims to enhance the education and health of people in our communities. Our organization is committed to providing support through financial contributions to nonprofits, patient assistance programs as well as through Novartis Employee Volunteer Programs in the US. Globally, Novartis is one the leading pharmaceutical companies worldwide in its dedication to improving access to medicines in developing countries. In 2014, Novartis contributed more than $2.1 billion globally through our access-to-medicines programs, reaching more than 70 million patients around the world. In the United States, Novartis Pharmaceuticals Corporation provided $547 million in free medication to more than 61,000 patients through the Novartis Patient Assistance Foundation, Inc., and the Alcon US patient assistance program provided over $13 million worth of free medicines to over 9,000 patients. Diversity & Inclusion Novartis Pharmaceuticals Corporation is the first company to receive the number one ranking two years in a row on DiversityInc Top 50 Companies for Diversity list. We believe that diversity and inclusion are directly linked to achieving our goals of creating solutions that help patients manage their diseases and live fuller, healthier lives. Encouraging diversity and inclusion helps us create a culture where people can be authentic and courageous, where collaboration can flourish, and where greater patient and customer understanding can drive future breakthroughs and innovations. Locations and Employees Novartis has major locations in 11 states, including 5 research & development facilities as well as broad operational facilities. Novartis employs approximately 120,000 full-time-equivalent associates globally. About 23,000 are located in the US.

Leadership Joseph Jimenez, CEO, Novartis AG Christi Shaw, US Country Head, President of Novartis Corporation & President of Novartis Pharmaceuticals Corporation Contact Barbara Boner, Director, State Government Affairs, Novartis Pharmaceuticals Corporation, 303-948-7319 barbara.christensenboner@novartis.com To Learn More www.novartis.com www.pharma.us.novartis.com  

The Pew Charitable Trusts is a nonprofit organization that applies a rigorous, analytical approach to improve public policy by taking an in-depth, nonpartisan approach to track and report on what happens across the 50 states– using evidence to determine which policies work and which do not. We encourage you to contact our experts as you seek to develop evidence-based solutions to public policy challenges in your state. The Pew-MacArthur Results First Initiative is a joint project of The Pew Charitable Trusts and the John D. and Catherine T. MacArthur Foundation. The initiative helps states assess the costs and benefits of policy options and use that data to make decisions based on results. Increasingly, policymakers seek programs and policies that yield the greatest benefits in the most cost-effective way. Rigorous analysis of available research can help state leaders systematically identify which programs work and which do not and enable states to redirect scarce funding to more cost-effective programs. For more information, please contact Gary VanLandingham, Director, Pew-MacArthur Results First Initiative, at gvanlandingham@pewtrusts.org or visit our website at www.pewtrusts.org/projects/pew-macarthur-results-first-initiative Pew’s immigration and the states project explores state roles in immigration policy – both in the policies they enact and where they intersect with federal and local policies. The project identifies how and where states are acting on their own immigration priorities and the impacts of their choices. Recent work has explored state decisions surrounding driver’s licenses for unauthorized immigrants and how states institutionalize immigration policy coordination. Forthcoming work will analyze the impact of state mandates on businesses to use E-Verify, the federal online employment authorization system. For more information, please contact Adam Hunter, Project Director, Immigration and the States, at AHunter@pewtrusts.org or visit our website at www.pewtrusts.org/immigration The states' fiscal health project provides data, analysis, and guidance to help states navigate their fiscal challenges and identify and understand potential policy approaches. States are managing through a slow and uneven economic recovery and many have not yet returned to pre-recession revenue levels. Rising health care, education, and infrastructure costs are placing pressures on annual budgets. The ways in which policymakers confront these challenges will affect states and the nation for years to come. This work examines key trends in state economies and budgets, in addition to researching and advancing promising approaches to managing volatile state finances in an era of heightened uncertainty. For more information, please contact Brenna Erford, Manager, State Budget Policy, at berford@pewtrusts.org or visit our website at www.pewtrusts.org/fiscal-health The retirement savings project produces research for policymakers looking for efficient and effective ways to help businesses and their workers save for retirement. A significant proportion of employees still do not have access to a retirement savings plan through their workplace, putting them at an increased risk for poverty post-employment and increasing the strain on state and local safety nets. Our work examines a range of topics including the reasons employers and eligible employees do not participate in retirement plans and the implications of newly proposed state policies for businesses, employees, and taxpayers. For more information, please contact Andrew Blevins, Senior Associate, Retirement Savings, at ablevins@pewtrusts.org or Steve Abbott, Officer, Government Relations, at sabbott@pewtrusts.org or visit our website at www.pewtrusts.org/en/projects/retirement-saving

The financial security and mobility project was recently launched to better understand the financial well-being of families and the connection between short-term economic security and long-term economic mobility. This project combines research with information about Americans’ financial attitudes, perceptions, and priorities, which points to the fact that Americans feel vulnerable and stressed about all the parts of their balance sheets: income, expenditures, and wealth. This project has two goals: (1) To examine the financial health of diverse American households by conducting research to provide a clear, unbiased picture of the fiscal health of families and the factors that affect it and (2) To assess the effectiveness of savings policies, including two promising approaches with the potential to improve basic household savings for millions of families: prize-linked savings programs and the removal of asset limits in public assistance programs. For more information, please contact Sarah Sattelmeyer, Senior Associate, Financial Security and Mobility at ssattelmeyer@pewtrusts.org or Steve Abbott, Officer, Government Relations, at sabbott@pewtrusts.org or visit our website at www.economicmobility.org The economic development tax incentives project studies the policies and practices states have used to generate much-needed answers about the budget risks and economic returns of tax incentives. Based on this research, they work with state leaders to advance policies that: protect budgets from unexpected tax incentive costs; evaluate all tax incentives on a regular schedule; and inform lawmakers’ policy choices with evidence from evaluations. For more information on the project and its research, please contact Chaaron Pearson, Manager, Economic Development, at cpearson@pewtrusts.org or visit our website at www.pewtrusts.org/taxincentives The children’s dental campaign strives for cost-effective policies that will mean millions more children get the routine dental care they need to grow, learn and lead healthy lives. Our research and advocacy efforts focus on several efficient, cost-effective strategies, including expanding the number of professionals who can provide high-quality dental care and improving access to preventive services. For more information, please contact Jane Koppelman, Director of Research, at jkoppelman@pewtrusts.org or visit our website at www.pewtrusts.org/en/projects/childrens-dental-policy The fiscal federalism initiative provides data and analysis exploring policy areas where there is significant overlap and direct linkages between federal and state spending and revenue highlighting where policies are coordinated to address shared goals and where there could be improvements. The project’s latest major report focuses on the significant investments the federal government and the states make in higher education, the major changes in those contributions in recent years, and the way that higher education finances vary across states. For more information, please contact Phil Oliff, Manager, Fiscal Federalism at poliff@pewtrusts.org or visit our website at www.pewtrusts.org/en/projects/fiscal-federalism-initiative The election initiatives team advocates for online voter registration, automating voter registration at motor vehicle offices, interstate comparison of voter data, and easy online access to voting information to improve the administration of elections. The period leading up to the 2016 presidential election presents an opportunity for states to continue improving election administration and move it into the 21st century by taking advantage of new technology to make elections more accurate, cost effective, and efficient. For more information, please contact David Becker, Director, Election Initiatives, at dbecker@pewtrusts.org or visit our website at www. pewtrusts.org/elections

Information on all Pew projects can be found at www.pewtrusts.org/

 

The Procter & Gamble Company  

State Priority Policy Issues Plastic Microbeads: P&G is currently removing plastic microbeads from our cleansers and toothpastes and has supported state and federal legislation that allows for a phase-out of these ingredients in a way that creates consistent, practical policies across the country to avoid a patchwork of different state regulations. P&G also supports federal legislation, the Microbeads-Free Waters Act of 2015 (H.R. 1321), authored by Congressmen Fred Upton (R-MI) and Frank Pallone (D-NJ), which passed both the House and Senate. Chemical Regulations: P&G is committed to manufacturing and marketing safe, innovative and sustainable products that provide essential benefits to consumers while protecting human health and the environment. P&G recognizes that consumers are concerned about chemicals used in everyday products and fully supports efforts to enhance public confidence in the safety and management of chemicals through the modernization of the Toxic Substances Control Act (TSCA) of 1976, the federal law regulating the use of chemicals in consumer products. P&G opposes a state-by-state approach, which can create a patchwork of different regulations across the U.S. For more information on the P&G’s product safety efforts, please visit http://us.pg.com/our_brands/product_safety Sustainability: P&G’s long-term vision is to power all our plants with 100% renewable energy, to use 100% renewable or recycled material for all products and packaging, and to have zero consumer and manufacturing waste go to landfills. Put simply, our objective is to design products that delight consumers while maximizing the preservation of resources. We want our brands to help consumers make more sustainable choices. To learn more about recent P&G sustainability efforts or to read our annual sustainability report, please visit http://us.pg.com/sustainability/at_a_glance/sustainability_reports Liquid Laundry Pacs: P&G is committed to reducing accidents related to liquid laundry pacs. As parents and grandparents, P&G cares deeply about the families that use our products. Even though less than 1% of Poison Control Center calls are related to laundry pacs, we have taken a number of actions to help reduce incidents. We increased advertising and outreach to parents about keeping laundry pacs up and away from children and made our container more difficult for children to open. We are also adding a bitter taste to the laundry pacs’ outer layer to further deter accidents. P&G has taken a leadership role with the Consumer Product Safety Commission (CPSC), poison control centers, consumer advocacy groups, and other manufacturers to establish common safety standards for all liquid laundry detergent pacs. We believe the newly adopted American Society for Testing & Materials (ASTM) International voluntary standard (F3159 – 15; Sept 2015) incorporates necessary next steps for reducing incidents and provides science-based standards for liquid laundry pacs addressing packaging, labeling and product form. Contacts Beth Percynski Mike Prentiss Jill Jansen (916) 442-3135 (513) 983-6760 (513) 983-8001 percynski.ba@pg.com prentiss.m@pg.com jansen.jd1@pg.com

©2015 Rockwell Collins. All rights reserved. Page 1

National Lt. Governors Association Resource Guide 2016 Rockwell Collins is a pioneer in the development and deployment of innovative communication and aviation electronic solutions for commercial and government applications. The company has nearly equal portion of revenues coming from our Commercial Systems and our Government Systems businesses. Our expertise in flight deck avionics, cabin electronics, mission communications, information management, and simulation and training is delivered by more than 20,000 employees worldwide and a global service and support network spanning 150 countries. Headquartered in Cedar Rapids, Iowa, Rockwell Collins has a workforce of approximately 10,000 employees at five locations in the state with an annual payroll of more than $450 million. Rockwell Collins is Iowa’s leading technology company with nearly 5,000 engineers, scientists and R&D professionals. We are the second largest manufacturing company in Iowa. The company also has facilities and significant operations in Florida, Texas, California, Maryland, Virginia, Oregon, Utah, New York, Alabama and Washington. While Rockwell Collins is known around the world for its quality, reliable aviation and communication products, we are also known in our communities for our commitment to education – with a particular focus on science technology, engineering and mathematics. Our Engineering Experiences program is focused on hands-on activities for K-12 students that provide a real-world connection to classroom learning. We invest in programs like FIRST Tech Challenge (FTC), Real World Design Challenge and Project Lead the Way, and engage our employees as volunteers and mentors in an effort to inspire the next generation of engineers and innovators. These activities help to build strong, vital communities as a way to ensure the success of our business and nation. We support a variety of not-for-profit organizations in the United States and around the world. We contribute nearly $7 million annually to charitable causes, with a majority supporting education and educational initiatives. We also provide funding for arts and cultural organizations, and the United Way and health and human services agencies in an effort to build and sustain resources and services that shape and enhance our communities. At Rockwell Collins, we believe taking care of the environment is vital to our future and has benefits beyond our business borders. That’s why we work to infuse environmental and health initiatives into how we design and build our facilities and actively consider how we can positively impact our employees’ lives and the communities in which we live and work. Areas and issues of priority importance that impact Rockwell Collins business and operations at the state level include the following:

©2015 Rockwell Collins. All rights reserved. Page 2

WORKFORCE Our ability to attract, retain and develop talent Diversity within the company and within the community ECONOMIC DEVELOPMENT Enhancing our community’s competitiveness Partnering with the state on economic development initiatives Engaging in local disaster recovery and response ACHIEVING EDUCATIONAL EXCELLENCE Initiatives to address the STEM pipeline Reinforcing the quality of education at our employee locations and for all students Creating lasting and mutually beneficial university partnerships RESEARCH & DEVELOPMENT Reinforcing the importance of R&D to business competitiveness, employment and a healthy and diversified state economy ADVANCED MANUFACTURING HEALTH CARE TAXATION ENVIRONMENT CONTACTS: Cindy Dietz, Dir., External Relations Rockwell Collins 400 Collins Rd, NE MS 124-302 Cedar Rapids, IA 54298 Office: 319.295.7444 Mobile: 319.431.4732 cindy.dietz@rockwellcollins.com Jenny Becker, Mgr., Diversity & Community Relations Rockwell Collins 400 Collins Rd, NE MS 124-302 Cedar Rapids, IA 54298 Office: 319.295.8122 jenny.becker@rockwellcollins.com

Sano� US and the United States

Investment in the United StatesEmployees: 16,553 Provide over $4.2 billion of business to 17,400 U.S. Vendors & Suppliers Taxes Paid: $650 million Patient Support Programs to 217,000 ResidentsClinical Trials: Over 1,500US Headquarters: Bridgewater, NJ (Sanofi US); Swiftwater, PA (Sanofi Pasteur);Cambridge, MA (Genzyme); Chattanooga, TN (Chattem); Duluth, GA (Merial)

U.S. Charitable Donations: ~$620 million U.S. Volunteerism: more than 3,000 volunteers & nearly 30,000 hours volunteeredwww.uscsr.sanofi.us

Global InformationTotal Employees: more than 110,000 in 100 countriesInvestment in R&D: €4.8 billion (~$5.16 billion) Over 16,500 R&D staff in more than 20 R&D centers

Key Areas of FocusDiabetes Solutions Consumer Healthcare

Human Vaccines Emerging Markets

Innovative Drugs Animal Health

Rare Diseases

US.COR.15.07.009

Better Health, Brighter Future

Over two centuries ago, a small medicine shop was opened in Osaka, Japan to provide medicines to local merchants and doctors. This was the beginning of the present-day Takeda family of pharmaceutical companies. Many generations later, in 1998, Takeda Pharmaceuticals U.S.A., Inc. (TPUSA) was introduced.

Takeda Pharmaceuticals U.S.A., Inc. (TPUSA) is committed to strive toward better health for people worldwide through leading innovation in medicine. It is a wholly owned subsidiary of Takeda Pharmaceutical Company Limited, Japan's largest pharmaceutical company and one with a 230-year heritage. Takeda's U.S. clinical development activities are conducted via Takeda Development Center Americas, Inc. TPUSA markets oral diabetes, CNS, CVM, rheumatology and gastroenterology treatments. Its pipeline includes compounds for CVM, gastroenterology, neurology and other conditions. Our commitment to improving health and supporting our employees, partners and the larger community gives us the purpose to build on the tremendous success we enjoy as an emerging global leader in the pharmaceutical industry.

Shaping a Path to Discovery

Takeda’s Research & Development divisions work to identify the unique needs of patients and understand the potential of our medicines. Takeda strives to deliver better health for people worldwide through leading innovation in medicine. We are focused on developing new treatments that address unmet medical needs, the many health conditions and diseases for which effective treatments do not yet exist. With one of the deepest pipelines in the pharmaceutical industry, Takeda aims to maximize existing R&D capabilities that will continue to build the pipeline and bring innovative treatments to market, helping to improve outcomes for patients with these conditions. R&D resources are channeled toward discovery and development of drug candidates within and spanning these therapeutic areas: Cardiovascular & Metabolic, Oncology, Central Nervous System, Gastroenterology and Vaccines.

Providing Access to Medication

At Takeda, we believe all patients should have access to the medication prescribed by their healthcare providers. We also understand that some patients may have financial situations that make it difficult to pay for their prescriptions. In the U.S., Help At Hand provides assistance for people who have no insurance or who do not have enough insurance and need help getting their Takeda medicines.

Corporate Philosophy

Our Corporate Philosophy, “Takeda-ism,” centers on integrity, which extends to both the patients we serve and the employees who develop and deliver medicines to those patients. We include all employees in our mission to deliver industry-leading solutions, as we are united in our sense of urgency and dedication. Our purpose is evident in Takeda’s Vision 2020: Better Health, Brighter Future.

For more than 230 years, Takeda has served society with innovative medicines and helped patients reclaim valuable moments of life from illness. We are determined to help even more people enjoy their lives to the fullest. To understand the needs of our patients, as well as the communities in which we live and work, we rely on our employees’ varied points of view. Applying our collective experience to the patients we serve inspires tomorrow’s innovations, contributing toward better health and a brighter future.

Additional information about Takeda is available through its corporate website, www.takeda.com.

NLGA Contact: Jim Delatte State Government Affairs Director Takeda Pharmaceuticals U.S.A., Inc. Work: 985-370-4741 Cell: 985-507-6216 jim.delatte@takeda.com

 

 

Casey R. Cesnovar Senior Director 

State and Local Government Relations 

 Walgreen Co. 

Government Relations 

104 Wilmot Road MS #1459 

Deerfield, IL 60015 P  847.315.4142   F  847.315.4417 casey.cesnovar@walgreens.com walgreens.com

  Walgreens is the largest drugstore chain in the U.S., with more than 8,200 stores in all 50 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands. We have more than 74,000 healthcare service providers, including pharmacists, pharmacy technicians, nurse practitioners and other health‐related professionals ready and willing to increase access to quality healthcare and improve patient outcomes. Two ways in which we aim to do this is through increase access to pharmacist administered immunizations and improving adherence and reducing prescription drug costs by filling 90‐day prescriptions at retail pharmacies.  Pharmacist‐Immunizers Increase Access and Lower Costs  

Approximately 50,000 adults die each year in the United States from vaccine‐preventable diseases and their complications. A recent study by the Centers for Disease Control and Prevention (CDC) showed routine childhood vaccines in the U.S. prevent more than 20 million cases of disease and avert more than 42,000 deaths over the lifetimes of immunized individuals. The same CDC study revealed that every $1 spent on immunizations saves $10.20 in direct and indirect societal costs, resulting in aggregate savings of more than $69 billion.  

Community pharmacies are uniquely positioned to increase immunization rates in the United States for vaccine‐preventable diseases. Evidence in published medical literature show that pharmacies have the capacity to influence previously difficult‐to‐reach populations. Pharmacists may be especially effective in immunizing high‐risk, older adults who are more likely to utilize pharmacy services for prescription medication. Pharmacists are also able to leverage their ability to identify people with key risk factors (e.g., diabetes and heart disease), encourage them to receive their CDC‐recommended vaccinations, and administer the required vaccine. Studies have consistently shown that states in which pharmacists are granted broad authority(through either a protocol or prescriptive authority) to administer vaccines have higher immunization rates:  

  

 o In states authorizing immunizations by broad authority, the 1‐year pneumococcal vaccination 

uptake rate for previously unvaccinated, high‐risk persons was 6.6%, compared with 2.5% in states requiring a prescription and 2.8% with no authorization.  

o An internal Walgreens study conducted in pharmacies in Massachusetts showed the rate of herpes zoster vaccinations per 1,000 pharmacy patients increased from 3.3 to 28.1 after pharmacists were authorized to administer vaccinations under a protocol—a seven‐fold increase. 

o Another Walgreens study conducted during a flu season showed that 38% of all immunizations administered at Walgreens were done from stores that are located in a medically underserved area, providing a much needed access point 

 

 

 

 Barriers to Immunization Access  

o Despite all states allowing pharmacists to administer vaccines in some capacity, access barriers remain. For example, some states place arbitrary restrictions on pharmacist immunizers such as only allowing certain vaccines to be administered under protocol, thereby limiting patient access to all recommended vaccines. Others may require a prescription, which can delay or cause patients to ignore the recommendation altogether. Walgreens supports a model in which pharmacists can administer all CDC‐recommended vaccines under broad authority, which would significantly improve access to vaccinations and public health as a result. 

 90‐Day Prescriptions Reduce Costs and Increase Adherence  

Prescription drug costs are on the rise as the population ages and more people are diagnosed with chronic conditions such as diabetes and high blood pressure requiring maintenance medications. 90‐day prescription options available in retail community pharmacies reduce costs, while increasing adherence to medication therapies.  

 

A single 90‐day retail prescription option produces clear savings compared to three separate 30‐day prescription fills. Meaningful savings are created through lower reimbursements due to reduced dispensing fees, while also decreasing out‐of‐pocket costs for patients. Additional savings are generated through increased generic utilization rates. Data shows that generic utilization rates for 90‐day retail prescriptions were 10.6% higher than 30‐day retail prescriptions.  

 

An internal Walgreens study comparing Medicaid patients on 90‐day and 30‐day prescriptions showed patients’ pharmacy costs were lower and they experience increased medication adherence: 

 o Adherence rates were 20% higher and medication persistence was 23% higher for the 90‐day 

group than the 30‐day group.  o Aggregate savings across all therapeutic classes was nearly $14 per person per year. 

  Barriers to 90‐Day Retail Prescriptions  

 o Some state laws, regulations and policies prevent 90‐day retail prescriptions, limiting 

patient access to critical medications. In addition, many states currently have rules requiring pharmacists to fill prescriptions exactly as written so that the pharmacist cannot use their professional judgment as medication experts to interpret the prescription or convert it to a 90 day fill—rather the pharmacist must call the prescriber to clarify the number of days that can be dispensed. Walgreens recommends such barriers be removed because they inhibit the pharmacist‐patient dynamic and do not align with the demands of the current healthcare system or the needs of patients. 

 

National Lt. Governors Association

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