146 Federal Register / Vol. 76, No. 1 / Monday, January 3, 2011 / Notices 

6 16 CFR 455.5. 

7 Id. 

8U.S. Census Bureau, Table S1601. Language 

Spoken at Home. 2008 American Community 

Survey 1-Year Estimates, available at: http:// 

factfinder.census.gov/servlet/STTable?_bm=y&- 

qr_name=ACS_2008_1YR_G00_S1601&- 

geo_id=01000US&- 

ds_name=ACS_2008_1YR_G00_&-_lang=en&- 

redoLog=false&-CONTEXT’st. The table indicates 

that 12.2% of the United States population 5 years 

or older speaks Spanish or Spanish Creole in the 

home and 46.7% of these in-home Spanish speakers 

speak English less than ‘‘very well.’’ 

9The hourly rate is based on Bureau of Labor 

Statistics estimate of the mean hourly wage for 

office clerks, general. Occupational Employment 

and Wages, May 2009, available at http:// 

www.bls.gov/oes/current/oes439061.htm#nat. 

additional information required in the 

Percentage of Labor/Parts and the 

Systems Covered/Duration sections of 

the Buyers Guide, will depend on 

whether the dealer uses a manual or 

automated process or Buyers Guides 

that are pre-printed with the dealer’s 

standard warranty terms. Staff estimates 

that these tasks will take an average of 

one additional minute, i.e., 

cumulatively, an average total time of 

three minutes for each used car sold 

under warranty. 

Staff estimates that approximately 

fifty percent of used cars sold by dealers 

are sold ‘‘as is,’’ with the other half sold 

under warranty. Therefore, staff 

estimates that the overall time required 

to enter data on Buyers Guides consists 

of 408,856 hours for used cars sold 

without a warranty (24,531,374 vehicles 

× 50% × 2 minutes per vehicle) and 

613,284 hours for used cars sold under 

warranty (24,531,374 vehicles × 50% × 

3 minutes per vehicle) for a cumulative 

estimated total of 1,022,140 hours. 

3. Displaying Buyers Guides on 

Vehicles: Although the time required to 

display the Buyers Guides on each used 

car may vary substantially, FTC staff 

estimates that dealers will spend an 

average of 1.75 minutes per vehicle to 

match the correct Buyers Guide to the 

vehicle and to display it on the vehicle. 

The estimated burden associated with 

this task is approximately 715,498 hours 

for the 24,531,374 vehicles sold in 2009 

(24,531,374 vehicles × 1.75 minutes per 

vehicle). 

4. Revising Buyers Guides as 

Necessary: If negotiations between the 

buyer and seller over warranty coverage 

produce a sale on terms other than those 

originally entered on the Buyers Guide, 

the dealer must revise the Buyers Guide 

to reflect the actual terms of sale. 

According to the original rulemaking 

record, bargaining over warranty 

coverage rarely occurs. Staff notes that 

consumers often do not need to 

negotiate over warranty coverage 

because they can find vehicles that are 

offered with the desired warranty 

coverage online or in other ways before 

ever contacting a dealer. Accordingly, 

staff assumes that the Buyers Guide will 

be revised in no more than two percent 

of sales, with an average time of two 

minutes per revision. Therefore, staff 

estimates that dealers annually will 

spend approximately 16,354 hours 

revising Buyers Guides (24,531,374 

vehicles × 2% × 2 minutes per vehicle). 

5. Spanish Language Sales: The Rule 

requires that contract disclosures be 

made in Spanish if a sale is conducted 

in Spanish.6 The Rule permits 

displaying both an English and a 

Spanish language Buyers Guide to 

comply with this requirement.7 Many 

dealers with large numbers of Spanishspeaking customers likely will post both 

English and Spanish Buyers Guides to 

avoid potential compliance violations. 

Calculations from United States 

Census Bureau surveys indicate that 

approximately 6.5 percent of the United 

States population speaks Spanish at 

home, without also speaking fluent 

English.8 Staff therefore projects that 

approximately 6.5 percent of used car 

sales will be conducted in Spanish. 

Dealers will incur the additional burden 

of completing and displaying a second 

Buyers Guide in 6.5 percent of sales 

assuming that dealers choose to comply 

with the Rule by posting both English 

and Spanish Buyers Guides. The annual 

hours burden associated with 

completing and posting Buyers Guides 

is 1,737,638 hours (1,022,140 hours for 

entering data on Buyers Guides plus 

715,498 hours for displaying Buyers 

Guides). Therefore, staff estimates that 

the additional burden caused by the 

Rule’s requirement that dealers display 

Spanish language Buyers Guides when 

conducting sales in Spanish is 112,947 

hours (1,737,638 hours × 6.5%). The 

other components of the annual hours 

burden, i.e., purchasing Buyers Guides 

and revising them for changes in 

warranty coverage, remain unchanged. 

Estimated annual cost burden: 

$26,301,525 in labor costs and 

$4,906,275 in non-labor costs. 

1. Labor costs: Labor costs are derived 

by applying appropriate hourly cost 

figures to the burden hours described 

above. Staff has determined that all of 

the tasks associated with ordering 

forms, entering data on Buyers Guides, 

posting Buyers Guides on vehicles, and 

revising them as needed, including the 

corresponding tasks associated with 

Spanish Buyers Guides, are typically 

done by clerical or low-level 

administrative personnel. Using a 

clerical cost rate of $13.32 per hour 9

and an estimated burden of 1,974,589 

hours for disclosure requirements, the 

total labor cost burden would be 

approximately $26,301,525. 

2. Capital or other non-labor costs: 

Although the cost of Buyers Guides can 

vary considerably, based on industry 

input staff estimates that the average 

cost of each Buyers Guide is twenty 

cents. The estimated cost of Buyers 

Guides for the 24,531,374 used cars sold 

by dealers in 2009 is approximately 

$4,906,275. In making this estimate, 

staff conservatively assumes that all 

dealers will purchase preprinted forms 

instead of producing them internally, 

although dealers may produce them at 

minimal expense using current office 

automation technology. Capital and 

start-up costs associated with the Rule 

are minimal. 

David C. Shonka, 

Acting General Counsel. 

[FR Doc. 2010–33110 Filed 12–30–10; 8:45 am] 

BILLING CODE 6750–01–P 

DEPARTMENT OF HEALTH AND 

HUMAN SERVICES 

Meeting of the Advisory Committee on 

Minority Health; Correction 

AGENCY: Office of Minority Health, 

Office of the Assistant Secretary for 

Health, Office of the Secretary, 

Department of Health and Human 

Services. 

ACTION: Notice: Correction. 

SUMMARY: The Department of Health and 

Human Services published a notice in 

the Federal Register of December 21, 

2010 announcing a meeting of the 

Advisory Committee on Minority 

Health. It was announced that this 

meeting would be held on Monday, 

January 10, 2011 from 9 a.m. to 5 p.m. 

and Tuesday, January 11, 2011 from 9 

a.m. to 1 p.m. Due to unforseen 

circumstances the meeting date has 

been changed. 

FOR FURTHER INFORMATION CONTACT: Ms. 

Monica A. Baltimore, Phone: 240–453– 

2882 Fax: 240–453–2883. 

Correction 

In the Federal Register of December 

21, 2010, Vol. 75, No. 244, on page 

80055, in the 2nd column, correct the 

DATES caption to read: 

The meeting will be held on Monday, 

February 21, 2011 from 9 a.m. to 5 p.m. and 

Tuesday, February 22, 2011 from 9 a.m. to 1 

p.m. 


jlentini on DSKJ8SOYB1PROD with NOTICES
Federal Register / Vol. 76, No. 1 / Monday, January 3, 2011 / Notices 147 

Dated: December 28, 2010. 

Mirtha Beadle, 

Deputy Director, Office of Minority Health, 

Office of the Assistant Secretary for Health, 

Office of the Secretary, U.S. Department of 

Health and Human Services. 

[FR Doc. 2010–33084 Filed 12–30–10; 8:45 am] 

BILLING CODE 4150–29–P 

DEPARTMENT OF HEALTH AND 

HUMAN SERVICES 

Centers for Disease Control and 

Prevention 

[60Day–11–11BM] 

Proposed Data Collections Submitted 

for Public Comment and 

Recommendations 

In compliance with the requirement 

of Section 3506(c)(2)(A) of the 

Paperwork Reduction Act of 1995 for 

opportunity for public comment on 

proposed data collection projects, the 

Centers for Disease Control and 

Prevention (CDC) will publish periodic 

summaries of proposed projects. To 

request more information on the 

proposed projects or to obtain a copy of 

the data collection plans and 

instruments, call 404–639–5960 and 

send comments to Carol E. Walker, 

Acting CDC Reports Clearance Officer, 

1600 Clifton Road, MS–D74, Atlanta, 

GA 30333 or send an e-mail to 

omb@cdc.gov. 

Comments are invited on: (a) Whether 

the proposed collection of information 

is necessary for the proper performance 

of the functions of the agency, including 

whether the information shall have 

practical utility; (b) the accuracy of the 

agency’s estimate of the burden of the 

proposed collection of information; (c) 

ways to enhance the quality, utility, and 

clarity of the information to be 

collected; and (d) ways to minimize the 

burden of the collection of information 

on respondents, including through the 

use of automated collection techniques 

or other forms of information 

technology. Written comments should 

be received within 60 days of this 

notice. 

Proposed Project 

Healthcare System Surge Capacity at 

the Community Level—New—National 

Center for Emerging and Zoonotic 

Infectious Diseases, (NCEZID), Centers 

for Disease Control and Prevention, 

(CDC). 

Background and Brief Description 

The Healthcare Preparedness Activity, 

Division of Healthcare Quality 

Promotion (DHQP) at the Centers for 

Disease Control and Prevention (CDC) 

works with other Federal agencies, State 

governments, medical societies and 

other public and private organizations 

to promote collaboration amongst 

healthcare partners, and to integrate 

healthcare preparedness into Federal, 

State and local public health 

preparedness planning. The goal of the 

Activity is to help local communities’ 

healthcare delivery and public health 

sectors effectively and efficiently 

prepare for and respond to urgent and 

emergent threats. 

Surge is defined as a marked increase 

in demand for resources such as 

personnel, space and material. Health 

care providers manage both routine 

surge (predictable fluctuations in 

demand associated with the weekly 

calendar, for example) as well as 

unusual surge (larger fluctuations in 

demand caused by rarer events such as 

pandemic influenza). Except in 

extraordinary cases, providers are 

expected to manage surge while 

adhering to their existing standards for 

quality and patient safety. Currently, 

health care organizations are expected 

to prepare for and respond to surges in 

demand ranging from a severe 

catastrophe (for example, a nuclear 

detonation) to more common, less 

severe events (for example, a worsethan-usual influenza season). The 

Centers for Disease Control and 

Prevention (CDC) and Federal agencies 

have dedicated considerable funding 

and technical assistance towards 

developing and coordinating 

community-level responses to surges in 

demand, but it remains a difficult task. 

While there is extensive research on 

managing collaborations during times of 

extraordinary pressure where response 

to surge takes precedence over other 

activities, less is known about 

developing and maintaining integrated 

collaborations during periods where the 

system must respond to unusual surge 

but also continue the routine provision 

of health care. In particular, studies 

have not explored how these 

collaborations can build on sustainable 

relationships between a broad range of 

stakeholders (including primary care 

providers) in communities with 

different market structures and different 

degrees of investment in public health. 

This study aims to generate 

information about the role of 

community-based collaborations in 

disaster preparedness that the CDC can 

use to develop its programs guiding and 

supporting these collaborations. This 

project will explore barriers and 

facilitators to coordination on surge 

response in ten communities, eight of 

which have been studied longitudinally 

since the mid-1990s as part of the 

Center for Studying Health System 

Change’s (HSC’s) Community Tracking 

Study (CTS). Interviews of local 

healthcare stakeholders will be 

conducted at 10 sites. 

Interviews will be conducted at a total 

of 63 organizations over the two years 

of this project. Within each of the ten 

communities studied, two emergency 

practitioner respondents (one from a 

safety-net hospital and one from a nonsafety-net hospital), two primary care 

providers (one from a large practice and 

one from a small practice) and two local 

preparedness experts (one from the 

County or local public health agency, 

and one coordinator or collaboration 

leader) will be interviewed. In three 

sites (Phoenix, Greenville and Seattle) 

an additional respondent will be 

identified from an outlying rural area to 

offer the perspective of providers in 

those communities. There is no cost to 

respondents except their time. 

ESTIMATED ANNUALIZED BURDEN HOURS

Respondent category Number of 

respondents 

Number of responses per 

respondent 

Average burden response 

(in hours) 

Total burden 

(in hours) 

Emergency Department: Private, non-safety net ............................................ 10 1 1 10 

Emergency Department: Public/safety net ...................................................... 10 1 1 10 

Primary Care: Larger practice ......................................................................... 10 1 1 10 

Primary Care: Solo/2 physician practice ......................................................... 10 1 1 10 

Preparedness: Public/Department of Health ................................................... 10 1 1 10 

Preparedness: Health care preparedness coordinator/collaboration leader ... 10 1 1 10 

Rural (Greenville, Phoenix, Seattle only: Clinician-leader at rural site (ED or 

PC) ............................................................................................................... 3 1 1 3 


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