Large telecom and oil companies want to pay less property taxes and don’t mind Montana homeowners and small businesses paying the difference.

Telecommunications companies and the oil industry are lobbying the Montana Legislature to lower their assessed property taxes, shifting tax collections away from themselves and towards homeowners and small businesses.

Members of the Montana Legislature’s Revenue and Transportation Interim Committee are reviewing how the state values property — an important prerequisite to setting property taxes. The state legislature intends to collect a certain amount of tax revenue from owned property in the state. What percentage is paid by large national and multinational corporations, small businesses, and homeowners is open to debate, and industry lobbyists are fighting to lower the taxes of some of Montana’s largest businesses. Critics contend that will shift a greater proportion of property taxes on those who don’t have the resources to pay lobbyists — independent small businesses and residential property owners.

The Missoulian reports that the interim committee is currently divided on the proposition — Republicans favoring the views of large corporations and Democrats in favor of small businesses and homeowners.

Outgoing Democratic Gov. Brian Schweitzer warns that Montanans are facing a corporate lobbying snowjob that will stick them with a higher tax bill.

“What they’re proposing is a great tax shift in favor of out-of-state and multinational corporations in Montana – a shift from those paying the taxes to small businesses and homeowners in Montana,” Schweitzer told the newspaper. “They’ve decided that they can hire lobbyists on both the Democratic and Republican side and pull the wool over legislators. This is the same cast of characters that brought us utility deregulation. What could go wrong?”

The Montana Budget and Policy Center agrees, suggesting a large shift in property taxes towards homeowners, small businesses, farmers and ranchers could prove shocking when tax bills start arriving in mailboxes.

Leading to change the property tax laws are cable television, telecommunications companies, and oil refineries, with the assistance of the Chamber of Commerce and the Montana Taxpayers Association, which does not disclose its funding sources.

Prior to the introduction of the “tax reform” study, large telecom companies including AT&T, Verizon Wireless, and Cablevision routinely appealed their property tax bills to the tune of $61.3 million out of $108.2 million owed in property taxes assessed from 2005-2011.

State Revenue Director Dan Bucks defends the current valuation system, which he says has used the same practices since the 1930s. Bucks warns if the tax burdens are shifted away from the telecommunications and oil industries, the difference will have to be paid by homeowners and small businesses.

The newspaper reports if Republicans control the 2013 Legislature, telecom and oil industry supporters in the state legislature are confident they can pass a bill to change property tax assessments, and Sen. Bruce Tutvedt, (R-Kalispell) acknowledged there would be a noticeable tax shift.

“We’ve got to take the political hit of the tax shift,” Tutvedt said. “If you’re going to be fair, then you shouldn’t get hit.”

Rep. Dick Barrett (D-Missoula) warned the Republican-backed measure could deliver tax bills packing a major wallop on unsuspecting property owners.

“They could be pretty severe, depending on what it looks like,” he said.

A Short History of Wireless Cable

Spectrum offered Chicago competition to larger ON-TV, selling commercial-free movies and sports on scrambled UHF channel 66 (today WGBO-TV).

Long before many Americans had access to cable television, watching premium commercial-free entertainment in the 1970s was only possible in a handful of large cities, where television stations gave up a significant chunk of their broadcast day to services like ON-TV, Spectrum, SelecTV, Prism, Starcase, Preview, VEU, and SuperTV. For around $20 a month, subscribers received a decoder box to watch the encrypted UHF broadcast programming, which consisted of sports, popular movies and adult entertainment. The channels were relatively expensive to receive, suffered from the same reception problems other UHF stations often had in large metropolitan areas, and were frequently pirated by non-paying customers with modified decoder boxes.

With the spread of cable television into large cities, the single channel over-the-air services were doomed, and between 1983-1985,virtually all of their operations closed down, converting to all-free-viewing, usually as an independent or ethnic language television outlet.

But the desire for competition for cable television persisted, and in the mid-1980s the Federal Communications Commission allocated two blocks of frequencies for entertainment video delivery. The FCC earlier allocated part of this channel space to Instructional Television Fixed Services (ITFS) for programming from schools, hospitals, and religious groups, which could use the capacity to transmit programming to different buildings and potentially to viewers at home with the necessary equipment.

Home Box Office got its start broadcasting on microwave frequencies before moving to satellite.

In practice, ITFS channels allocated during the 1970s were underutilized, because running such an operation was often beyond the budgets and technical expertise of many educational institutions. Premium movie entertainment once again drove the technology forward. After signing off at the end of the school day, Home Box Office, Showtime, and The Movie Channel signed on, using microwave technology to distribute their services to area cable systems and some subscribers. As those premium services migrated to satellite distribution beginning in 1975, reallocation for a new kind of “wireless cable TV” became a reality.

Wireless cable (technically known as “multichannel multipoint distribution service”) began in earnest in the late 1980s and early 1990s, with a package of around 32 channels — typically over the air stations, popular cable networks, and one or two premium movie channels. Some operations in smaller cities sought to beam just a channel or two of premium movies or adult entertainment to paying subscribers, the latter at a substantial price premium. Installation costs paid by providers were more affordable than traditional cable television — around $350 for wireless vs. $1,000 for cable television. That made wireless attractive in rural areas where installation costs for cable television could run even higher.

However, it was not too long before wireless cable operators ran into problems with their business models. Obtaining affordable programming was always difficult. Some cable networks, then-owned by large cable systems, either refused to do business with their wireless competitors or charged discriminatory rates to carry their networks. By the time legislative relief arrived, the wireless industry realized they now had a capacity problem. As cable television systems were being upgraded in the 1990s, the number of channels cable customers received quickly grew to 60 or more (with many more to come with the advent of “digital cable”). Wireless cable was stuck with just 32 channels and a then-analog platform. Satellite television was also becoming a larger competitive threat in rural areas, with DirecTV and Dish delivering hundreds of channels.

American Telecasting gave up its wireless cable ventures, under such names as People’s Wireless TV and SuperView in 1997, selling out to companies including Sprint and BellSouth (today AT&T). BellSouth pulled the plug on the services in February, 2001.

Wireless providers simply could not compete with their smaller packages, and most closed down or sold their operations, often to phone companies. The few remaining systems, mostly in rural areas, have typically combined their wireless frequencies with satellite provider partners to deliver television, slow broadband, and IP-based telephone service.

Rebooting Wireless Cable for the 21st Century

By the early-2000’s the Federal Communications Commission proposed a new allocation for a “Multichannel Video and Data Distribution Service” (MVDDS). Designed to share the 12.2-12.7GHz band with Direct Broadcast Satellite (DBS) services DirecTV and Dish, MVDDS was partly envisioned as a potential way to deliver local stations to satellite subscribers over ground-based transmitters. But things have evolved well beyond that concept, especially after both satellite providers began using “spot beams” to deliver local stations to different regions from their existing fleet of orbiting satellites.

MVDDS was ultimately opened up to be either a competing cable television-like service or for wireless broadband, or both. Michael Powell, then-chairman of the FCC during the first term of George W. Bush, said the technology was free to develop as providers saw fit:

What is MVDDS? The short answer is that we do not know.  Its name, Multichannel Video Distribution and Data Service, seems to suggest everything is possible – and perhaps it is.

But the service rules the Commission has adopted do not require MVDDS to provide any particular kind of service – it could be a multichannel video, or data, or digital radio service, or any other permutation on spectrum use.

The Commission was once in the business of requiring spectrum holders to provide a certain type of service.  That approach failed because government is a very bad predictor of technology and markets – both of which move a lot faster than government.  Over the past decade or so, the Commission has adopted more flexible service rules that bound a service based largely on interference limitations and its allocation (fixed or mobile, terrestrial or satellite).  In this Order, we follow that flexible model for MVDDS.

In 2004 and 2005, licenses to operate MVDDS services were opened up for auction, and a handful of companies won the bulk of them: MDS America, which built a 700-channel wireless cable system in the United Arab Emirates, DTV Norwich, an affiliate of cable operator Cablevision, and South.com, which is really satellite provider Dish Network. Another significant winner was Mr. Bruce E. Fox, who wants to partner with other providers to finance and operate MVDDS services.

Cablevision and Fox are the two most active license recipients at the moment.

A Look at Today’s MVDDS Wireless Players

Fox launched Go Long Wireless in Baltimore as a demonstration project. Go Long transmits its signal from the roof of the World Trade Center at the Baltimore Inner Harbor to the Emerging Technology Center, a business incubator site a few miles away. Fox believes the technology is especially suited to multi-dwelling units like apartment complexes and condos. He plans to work with other service providers who will market and bill the service under their own brand names. Fox does not seem to be interested in challenging the marketplace status quo. He does not believe in using MVDDS to provide television service, for example. In Fox’s view, the real money is in broadband and Voice over IP telephone service.

Cablevision’s involvement is more direct-to-consumer. Its Clearband service– now operating under the new brand ‘OMGFAST’ — is now selling up to 50/3Mbps wireless broadband service in the Deerfield Beach, Fla. area. The company has had nothing to say about whether this service is slated to expand, and if it does, Cablevision will not be permitted to operate it in areas where they already provide cable service, due to the FCC’s cross-ownership rules.

OMGFAST originally bundled voice service in its broadband packages, which it sold at different price points: 12Mbps for $39.95 a month, 25Mbps for $59.95 a month, and 50Mbps at $79.95. The company also tested a 50Mbps promotion priced at $29.95 a month for three months, $59.95 ongoing. Today it offers a better deal: $29.95 a month for 50Mbps service as an ongoing rate. (Expect to pay $10 a month more for mandatory equipment rental, and $14.95 a month if you also want voice service.)

[flv width=”640″ height=”450″]http://www.phillipdampier.com/video/Clearband FAST 50 Mbps Internet.flv[/flv]

Here is a promotional video explaining how Clearband (now OMGFAST) wireless broadband works. (3 minutes)

MVDDS currently delivers broadband with similar constraints cable systems operate under — namely, download speeds are much faster than upload speeds. That is because upstream bandwidth relies on another transmission technology, often WiMAX, in the 3.65 GHz or 5 GHz bands.

The wireless technology is also very “line of sight,” meaning the tower must be within six miles of the subscriber and not blocked by any obstructions. Hills, buildings, even heavy foliage can all block MVDDS signals the same way satellite signals can be blocked (they share the same frequencies).

Most customers end up with an antenna that very much resembles a traditional satellite dish from DirecTV or Dish, mounted on a roof. To maximize available bandwidth, MVDDS uses a configuration similar to cellular systems, with up to 900Mbps of total bandwidth available to each 90-degree narrow beam sector.

Cablevision has MVDDS licenses to serve most large cities in the United States.

The question is, how will license holders ultimately use the technology. Although originally proposed as a competitor to traditional cable or satellite TV, deregulation has left the fate of MVDDS in the hands of the operators.

Some are considering not selling the service to consumers at all, but rather making a market out of providing backhaul connectivity for cell towers. Dish may be interested in using its licenses to offer customers a triple play package of broadband and phone service with its satellite TV package. Nobody seems particularly interested in providing television service over MVDDS, primarily because programmers’ demands for higher carriage payments would cut into revenue.

Even Cablevision isn’t completely sure what it wants to do. Although it currently is trialing broadband and phone service in Florida, the company earlier petitioned the FCC for increased power to establish a more suitable wireless backhaul service it can sell to mobile phone companies.

For the moment, reviews seem relatively positive for the Florida market test. Of course, as more customers pile on a wireless service, the less speed becomes available to each customer. OMGFAST does not appear to be currently concerned, noting it has no usage caps on its service.

Want to know which provider may be coming to your area? See below the jump for a list of the top-three bid winners and the cities they are now licensed to serve, in order of market size.

… Continue Reading

If you are a Cablevision customer in New Jersey, your cable company wants you to use a set top box on all of your televisions, and eventually pay $6.95 a month for each of them.

Cablevision is beginning a conversion of its cable lineup to digital in a transition that is expected to last until October. After that, customers will need to use a box or CableCARD for each of their televisions hooked to cable.

The change is upsetting customers who do not want the hassle and expense of a converter box, especially those using third party equipment to record and watch favorite shows.

Cablevision does not yet offer a cheaper alternative – a digital transport adapter (DTA), which can turn digital signals into analog ones and allow customers rudimentary access to certain digital services on older sets. Instead, the company will offer customers several extra traditional set top boxes or CableCARDs for between one and two years before charging the usual monthly rental fee.

The cable operator says the majority of its customers already watch with a set top box as the company has gradually reduced its lineup of analog signals. Cablevision customers in New York and Connecticut have already made the transition to the digital lineup.

But some customers are upset enough about the change that they are threatening to switch to Verizon FiOS, although that service also requires customers to use set top boxes.

Comcast subscribers in other parts of the state have also been experiencing a transition to all-digital lineups.

Cable operators are moving video services to digital to make room for additional offerings, including more HD channels, faster Internet speeds, and new product lines like home security and automation. Many inside the industry also predict it is part of a greater transition towards an IP-based delivery system that will provide one large digital pipe through which television, phone, broadband and other services will all travel together.

Cablevision Digital Conversion Details:

• Those currently paying for set top box(es) will continue to do so. But customers can request additional boxes or CableCARDs for every remaining television in the home and receive them free for one year;
• Those who have no digital set top boxes in their homes now can receive a free box or CableCARD for every set for two years. In all instances, after the free promotion ends, customers will pay $6.95/mo for each device;
• Newer televisions equipped with a QAM tuner can watch Cablevision’s broadcast basic tier, consisting primarily of local over the air stations, without any extra equipment. Basic cable networks and premium channels will require a box or CableCARD;
• Broadband customers can use Cablevision’s app for iOS or a personal computer to watch the company’s cable lineup within the home;
• DTA boxes will be available from Cablevision within a year;
• Equipment installation is free. Do-it-yourself customers can have the necessary equipment mailed to them for free or can pick equipment up at any Optimum Store location.

Lovett – Paid nearly double his 2010 salary for even worse results.

The man hired specifically to improve dismal customer satisfaction ratings for Charter Communications has walked away from the company with more than $20 million in pay in 2011 after just over two years at the helm, even as the company’s ratings grew worse.

Michael Lovett assumed the CEO position at Charter after the company emerged from Chapter 11 bankruptcy in November, 2009. Lovett was charged with cleaning up the company’s lousy reputation for customer service, service quality, and pricing.

He resigned this past February leaving Charter with an even poorer customer satisfaction rating. Now a filing with the Securities & Exchange Commission discloses he walked away with $1.3 million in salary and $19.24 million in bonuses, golden parachutes, stock awards, and other resignation-related benefits — almost double the pay he received in 2010.

Charter is legendary for billing errors, disinterested customer service representatives, Internet Overcharging schemes that limit broadband consumption, poor quality repair and installation work, and inadequate infrastructure.

In July, 2011 Atlantic magazine named Charter the 5th most-hated company in America, and only received a satisfaction rating of 59/100 in the American Customer Satisfaction Index.

This year, the “don’t care bears” of cable did even worse — achieving the rank of 3rd most-hated company in America, stiffing customers with bait and switch promotions customers never received, even shoddier customer service and dodgy billing practices.

“I’d rather have AT&T, and that should tell you something,” shares Thom, a Charter customer in St. Louis. “You can’t believe how bad a cable company can be until you’ve dealt with Charter. You have a better chance of being dealt with fairly in a mob-run casino.”

“Shareholders must be among the dumbest people in America to watch this company flush more than $30 million down Lovett’s bank account for two years and accomplishing the amazing task of actually making things worse,” Thom writes. “He’s proof that throwing money at a problem does not work, no matter how many press releases Charter puts out.”

Charter is now being run by an ex-executive from Cablevision Industries, who has spent his tenure luring other Cablevision mid and high level executives to join him at Charter. President and CEO Tom Rutledge, chief operating officer John Bickham, and chief marketing officer Jonathan Hargis — former Cablevision executives now show up for work at a New York office Charter opened specifically for them.

“Nothing ever changes at Charter,” says Thom. “Instead of spending money actually improving service, they’re opening new executive suites in expensive New York just so the top brass need not slum it here in St. Louis. It’s good to know they have their priorities straight.”

The Better Business Bureau has processed more than 5,000 customer complaints against Charter in the past three years, most eventually resolved through Charter’s executive escalation office in Simpsonville, S.C.

Charter Communications reported a net loss of $94 million in the first quarter ended March 31.

Rutledge

Charter Communications is on an executive raiding mission, poaching at least four senior executives from Bethpage, N.Y., based Cablevision Industries this year alone.

So far, ex-Cablevision executives switching allegiance to Charter:

• Chief Executive Officer Tom Rutledge
• Chief Operating Officer John Bickham
• Chief Marketing Officer Jon Hargis
• Executive Vice-president of Network Operations Scott Weber

But senior management has not been packing bags for St. Louis, corporate home of Charter. Instead, the company has opened a new executive office in New York City. In fact, several existing Charter executives already in St. Louis are being moved to New York to continue their employment there. Weber will be based in Denver, where Charter maintains an engineering office.

St. Louis officials are worried the increasing emphasis on New York may eventually cost their city the corporate headquarters of Charter, which has at least 600 employees. It would not be the first time St. Louis has faced such a loss. Southwestern Bell, which later became AT&T, left St. Louis at the behest of then-CEO Ed Whitacre, who wanted the company run from Dallas. He got his wish.