Synthesis Study: Effectiveness of Safety Corridor Programs, Report on Tasks 1-3, 2008

This report synthesizes the safety corridor programs of 13 states that currently have some type of program: Alaska, California, Florida, Kentucky, Minnesota, New Jersey, New Mexico, New York, Ohio, Oregon, Pennsylvania, Virginia, and Washington. This synthesis can help Midwestern states implement their own safety corridor programs and select pilot corridors or enhance existing corridors. Survey and interview information about the states’ programs was gathered from members of each state department of transportation (DOT) and Federal Highway Administration (FHWA) division office. Topics discussed included definitions of a safety corridor; length and number of corridors in the program; criteria for selection of a corridor; measures of effectiveness of an implemented safety corridor; organizational structure of the program; funding and legislation issues; and engineering, education, enforcement, and emergency medical service strategies. Safety corridor programs with successful results were then examined in more detail, and field visits were made to Kansas, Oregon, Pennsylvania, and Washington for first-hand observations. With the survey and field visit information, several characteristics of successful safety corridor programs were identified, including multidisciplinary (3E and 4E) efforts; selection, evaluation, and decommissioning strategies; organization structure, champions, and funding; task forces and Corridor Safety Action Plans; road safety audits; and legislation and other safety issues. Based on the synthesis, the report makes recommendations for establishing and maintaining a successful safety corridor program.

Impact of Ownership Structure on the Performance of China’s Feed Mill Sector, April 2005

In the decade of the 1990s, China’s feed sector became increasingly privatized, more feed mills opened, and the scale of operation expanded. Capacity utilization remained low and multi-ministerial supervision was still prevalent, but the feed mill sector showed a positive performance overall, posting a growth rate of 11 percent per year. Profit margin over sales was within allowable rates set by the government of China at 3 to 5 percent. Financial efficiency improved, with a 20 percent quicker turnover of working capital. Average technical efficiency was 0.805, as more efficient feed mills increasingly gained production shares. This study finds evidence that the increasing privatization explains the improved performance of the commercial feed mill sector. The drivers that shaped the feed mill sector in the 1990s have changed with China’s accession to the World Trade Organization. With the new policy regime in place, the study foresees that, assuming an adequate supply of soy meal and an excess capacity in the feed mill sector, it is likely that China will allow corn imports up to the tariff rate quota (TRQ) of 7.2 mmt since the in-quota rate is very low at 1 percent. However, when the TRQ is exceeded, the import duty jumps to a prohibitive out-quota rate of 65 percent. With an import duty for meat of only 10 to 12 percent, China would have a strong incentive to import meat products directly rather than bringing in expensive corn to produce meat domestically. This would be further reinforced if structural transformation in the swine sector would narrow the cost differential between domestic and imported pork.

Business Organization and Coordination in Marketing Specialty Hogs: A Comparative Analysis of Two Firms from Iowa, November 2005

We study business organization and coordination of specialty-market hog production using a comparative analysis of two Iowa pork niche-marketing firms. We describe and analyze each firms management of five key organizational challenges: planning and logistics, quality assurance, process verication and management of �credence attributes,� business structure, and profit sharing. Although each firm is engaged in essentially the same activity, there are substantial differences across the two firms in the way production and marketing are coordinated. These differences are partly explained by the relative size and age of each firm, thus highlighting the importance of organizational evolution in agricultural markets, but are also partly the result of a formal organizational separation between marketing and production activities in one of the firm.