A Methodology for Setting State and Local Regression-Adjusted Performance Targets for Workforce Investment Act Programs

This paper reports the results of a comprehensive review of state-level loan and grant funding programs specifically for local freight railroad infrastructure improvements. A total of 33 unique funding programs exist in 24 states. A majority of the programs are administered through the State DOT; however, other agencies can be involved. Programs typically offer a low-interest loan, grant, or a combination of loan and grant assistance; however, some loan programs allow for conversion to a grant if performance targets (typically jobs or local carloads) are achieved. Eligible entities typically include public agencies, freight railroad companies, or private industry. While these programs appear to be providing local communities with much-needed funding for rail projects, this review finds that administrative details of state-level funding programs within the public domain, such as published project selection criteria or a clear process of decision-making for funding, are the exception rather than the rule. Furthermore, ex post evaluation of project outcomes appears to be rare, underscoring the need for greater transparency in reporting of funding awards and assessment of how funding has been used to advance economic development goals. The findings from this paper can be used by state and local policymakers considering the creation of loan or grant funding programs for freight railroad infrastructure projects or by those who are seeking to improve existing programs.

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Relevance Found: Incorporating Outcomes in Transportation Planning

Transportation Research Record Journal of the Transportation Research Board ◽

10.3141/1606-10 ◽

1997 ◽

Vol 1606 (1) ◽

pp. 78-85 ◽

Cited By ~ 4

Author(s):

George D. Mazur ◽

Peter M. Zabierek

Keyword(s):

Outcome Measures ◽

Transportation Planning ◽

Outcome Measurement ◽

Government Programs ◽

Program Outcomes ◽

Public And Private ◽

Performance Targets ◽

State And Local ◽

Public And Private Sector ◽

Goals And Objectives

Six critical trends (competition between government programs; increasing state and local competition for federal money; performance targets and partnerships; irrelevance of traditional needs studies; core component of existing goals and objectives; and fragmentation of interest groups and stakeholders) that suggest explicit measurement of outcomes in transportation planning and management activities are identified and discussed. Outcome measures reflect an agency’s success in meeting its stated goals and objectives; they typically relate the effect of agency activities and programs on people and the environment, as well as customer satisfaction. This broad, qualitative information is not provided by traditional output measures, which reflect the quantity of resources used, activities performed by an organization, and efficiency in converting resources to products. Output measures are very important for many management and planning activities, and can be used for assessing program outcomes. However, outcome measures are the best tool for assessing the effectiveness of transportation programs and funding decisions in meeting the broad goals frequently found in transportation plans. Examples are provided of how both transportation and nontransportation organizations are using outcome measures to directly address the six trends. Strategies used by the public and private sector to transition to outcome measurement are also highlighted.

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Improving Speech and Language Services through Effective Time Management

Language Speech and Hearing Services in Schools ◽

10.1044/0161-1461.1402.86 ◽

1983 ◽

Vol 14 (2) ◽

pp. 86-91 ◽

Cited By ~ 1

Author(s):

Barbara W. Travers

Keyword(s):

Time Management ◽

Management Strategies ◽

Federal State ◽

Speech Language Pathologist ◽

School Based ◽

Work Area ◽

Paper Work ◽

Areas Of Concern ◽

State And Local ◽

Therapeutic Services

This paper presents strategies for increasing the effectiveness and efficiency of the school-based speech-language pathologist. Various time management strategies are adapted and outlined for three major areas of concern: using time, organizing the work area, and managing paper work. It is suggested that the use of such methods will aid the speech-language pathologist in coping with federal, state, and local regulations while continuing to provide quality therapeutic services.

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