ABSTRACT

This research reveals how governments cut budgets during fiscal crises and what pattern may emerge based on the cuts. It addresses a significant gap in literature by looking into the details of an agency for a full recession period to explain how cutback requirements were met. Through investigating a large Arizona state agency during the 2008 recession in the United States, the research reveals that cutback management is a stage-by-stage process lagging the immediate deterioration of the state’s economy and that patterns found among cuts are more often rational than not.

Cutbacks in this agency proceeded through three stages: the beginning, middle and the end period of cuts. In each stage, the author used descriptive analysis, process map analysis and cause and effect analysis to explore the features of cuts made. These methods of analysis were used to break down an annual budget reduction into original appropriation budget cuts, mid year reductions and the final budget cuts required to end the fiscal year in balance. In addition, the analytical methods permitted more detailed analysis of specific appropriation line items. The information used was secondary data collected from seven fiscal years around the recession and from various sources, including budgetary materials, legislation, accounting materials and many program reports related to budget cuts.

The findings suggested that across-the-board cuts are implemented at the beginning of cutback stage mainly to non-mandatory programs without jeopardizing the core functions of the agency. Later, in the middle period of the recession, selective cuts are made on large programs. Fund transfers and excess balance transfers are also preferred to reduce the budgets of other restricted funds. At the end stage of budget cuts, new revenue sources are established to support programs which had relied on general fund revenues in the past.

Overall, the cutback process observed in this research reflects decremental and rational patterns of decision making, contrasting with the randomness observed in previous research on cutback management. Across the board cuts are decremental; the remainders are rational, even strategic decisions. This investigation reminds researchers to be aware of the context and the level of observation when analyzing cutbacks.

This study analyzes how current U.S. immigration enforcement policy has been carried out, specifically under the implementation of the Secure Communities (S-Comm) program. Paying special attention to the enforcement-only policy hysteria and immigration patchwork trend since the 2000s, this study has the following research questions: (1) whether S-Comm has faithfully implemented enforcement actions for removing "dangerous" criminal noncitizens; (2) how counties with different immigration perspectives have responded to such an immigration enforcement program; and (3) whether the implementation of S-Comm has really made local communities safer as in the program goal.

For analysis, 541 counties were selected, and their noncitizen enforcement results under S-Comm were analyzed with 5 time points, covering a 13-month period (Dec. 2011 - Jan. 2013) with longitudinal data analyses. In spite of the rosy advertisement of this program, analysis of S-Comm showed a very different picture. Unlike the federal immigration agency's promise of targeting dangerous criminal noncitizens, 1 in 4 noncitizen removals were for noncriminal violations, and more than half of noncitizen deportations were for misdemeanor charges and immigration violations in the name of "criminal aliens." Based on latent class analysis, three distinct subgroups of counties having different immigration enforcement policy perspectives were extracted, and there have been huge local variations over time on two key intergovernmental enforcement actions under the implementation of S-Comm: immigration detainer issuances and noncitizen deportations. Finally, unlike the federal immigration agency's "immigrant-crime nexus" assumption for legitimating the implementation of S-Comm, no significant and meaningful associations between these two factors were found. With serious conflicts and debates among policy actors on the implementation of S-Comm, this program was finally terminated in November 2014; although, the essence of the policy continues under a different name.

A series of results from this study indicate that the current enforcement-only policy approach has been wrongfully implemented, and fundamental reconsideration of immigration policy should be made. Enforcement-focused immigration policy could not solve fundamental immigration-related problems, including why noncitizens immigrate and how they should be dealt with as humans. More rational and humane approaches to dealing with immigration should be discussed at the national and local levels.

This dissertation focuses on entrepreneurial and business performance indicators as determinants of Arizona charter schools' quality. The study utilizes a mixed-method inquiry with focus on qualitative research, exploration, and implementation studies. It draws data from surveys with charter operators performed by Education Team Partners (ETP). All survey results are drawn from the ETP database. The study reviews the genesis and evolution of charter schools. It reviews the social agreement within the context of public policy analysis, and the public-private partnership nature within the context of entrepreneurship and business management. It attempts to develop a research-based foundation for future action research to complement the newly introduced performance management plan (PMP) measurement and evaluation system in Arizona. The research includes four group indicators for measuring charter schools' business productivity and performance. They are studied in relation to three groups of indicators for measuring charter schools' quality. The case studies include two existing and two future charter schools. Study results indicate that all participating charter operators confirm the significance of the liquidity ratio in relation to any aspect of charter school quality covered in this study. The participants indicated a strong relationship between the capacities of their schools to utilize external resources and all indicators of charter school quality. This study draws two important conclusions. First, charter schools are business organizations, despite the fact that they receive public funds. Operationally, they differ substantially from district schools and government agencies and depend on market forces. Second, charter schools cannot survive inefficient management practices, as market forces tend to drive them out of business, regardless of academic success and student achievement levels. The intended implications from this study include: first, increased awareness about the importance of understanding business indicators in relation to charter school quality; second, the need for more research associated with the business and finance components of charter schools. As the body of collective knowledge about charter schools expands, the relationship between various business indicators to measures of quality should be routinely studied within larger populations, which may allow for an improved measurement system and applications of advanced statistical methods.