Federal Aid and Rural County Highway Spending: A Review of the 1980

The Reagan/Bush Administrations cut back federal support for state and local governments during the 1980s, causing total real resources available to finance local roads and bridges to increase very slowly between 1977 and 1989. The effect of federal aid on spending for infrastructure has been subject to debate for many years. Some studies have indicated that federal aid is stimulative, while others report that federal aid substitutes for local resources. This article examines the effect of state and federal aid on county highway spending. The analysis demonstrates that, in 1987, federal aid was stimulative but state aid was not. In light of changes brought about by the Surface Transportation Efficiency Act of 1991 (ISTEA), we can expect federal aid to have a stronger relationship with local highway spending.     

SOCIAL SCIENCE AND SOCIAL POLICY: ROLES OF THE APPLIED RESEARCHER*

Research on policy impact has increasingly focused on the practical application of social science research. This paper outlines four roles—substantive expert, information processor, change agent, and scholar—which have helped to increase the potential usefulness of our research while maintaining linkages to the academic community. This paper suggests the general nature of these roles and suggests specific implementation strategies, which need to be pursued as an early and continuing aspect of the research enterprise. Balancing these multiple roles presents several analytical and ethical difficulties, but helps to establish credibility in both the scientific and policymaking communities.     

SQUARE PEGS IN ROUND HOLES: PROGRAM EVALUATION AND ORGANIZATIONAL UNCERTAINTY

It is argued that variation in uncertainty about social program goals and causal processes should influence the selection of evaluation designs and methods. Eighteen prominent evaluation reports are examined to contrast predicted evaluation strategies derived from theory about organizational uncertainty with the actual evaluation methods used. It was found that the actual design, measurement, and analysis procedures were frequently different from procedures that were compatible with the kinds of program uncertainty described in the evaluation reports. It is suggested that theory and practice in program evaluation can be improved by systematically incorporating organizational concepts that would contribute to the selection of evaluation methods.