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effectiveness, implementation cost, institutional considerations, and <br />effecta on other problems and community or railroad conditions. Third, the <br />results of the analyses were ~resented to the case study communities to <br />determine which were acceptable or unacceptable for implementation and the <br />priority ranking for the acceptable actions. Finally, the Management Board <br />selected the actions warranted for implementation as demonstration projects <br />based on the information generated in the previous three steps. Exhibit 6 <br />lists the actions investigated during Phase II and the problems each ts <br />designed to address. The exhibit designates the actiona selected for <br />implementation as demonstration projects. <br /> <br />DEMONSTRATION PROJECTS <br /> <br /> Twenty actions or sets of actions were selected for implementa- <br />tion as demonstration projects. The actions include both rail-oriented and <br />community-oriented changes. The projects are designed to address the <br />priority problems identified by the communities. Potential effectiveness <br />of the projects varies by project type and by com~,nity. With some <br />projects, only a 10 percent reduction in problem magnitude is expected; <br />with others the problem may be eliminated entirely. The total cost to <br />implement the projects is estimated at $3.2 million. The average project <br />cost is $160,000 and half of the projects will cost less than $60,000. The <br />range in cost by community is $220,000 to $1,100,000. <br /> <br /> The following pages contain a brief description of each project,' <br />the communities in which it will be implemented, its estimated effective- <br /> <br />ness, and its implementation cost. <br /> <br />14 <br /> <br /> <br />