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- All Subjects: Commuter vans
- All Subjects: pattern
- Genre: Case studies
Description
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 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.
ContributorsLiu, Xiaoqing (Author) / Miller, Gerald J (Thesis advisor) / Eden, Catherine R (Committee member) / Cayer, N Joseph (Committee member) / Lan, Zhiyong (Committee member) / Arizona State University (Publisher)
Created2018
Description
Informal public transport is commonplace in the developing world, but the service exists in the United States as well, and is understudied. Often called "dollar vans", New York's commuter vans serve approximately 120,000 people every day (King and Goldwyn, 2014). While this is a tiny fraction of the New York transit rider population, it is comparable to the total number of commuters who ride transit in smaller cities such as Minneapolis/St Paul and Phoenix. The first part of this study reports on the use of commuter vans in Eastern Queens based on a combination of surveys and a ridership tally, all conducted in summer 2016. It answers four research questions: How many people ride the vans? Who rides the commuter vans? Why do they ride commuter vans? Do commuter vans complement or compete against formal transit? Commuter van ridership in Eastern Queens was approximately 55,000 with a high percentage of female ridership. Time and cost savings were the main factors influencing commuter van ridership. Possession of a MetroCard was shown to negatively affect the frequency of commuter van ridership. The results show evidence of commuter vans playing both a competing and complementary role to MTA bus and subway transit. The second part of this study presents a SWOT analysis results of commuter vans, and the policy implications. It answers 2 research questions: What are the main strengths, weaknesses, opportunities and threats of commuter vans in Eastern Queens? and How do the current policies, rules and regulations affect commuter van operation? The SWOT analysis results show that the commuter van industry is resilient, performs a necessary service, and, with small adjustments that will help reduce operating costs and loss of profits have a chance of thriving in Eastern Queens and the rest of New York City. The study also discusses the mismatch between policy and practice offering recommendations for improvement to ensure that commuter vans continue to serve residents of New York City.
ContributorsMusili, Catherine (Author) / Salon, Deborah (Thesis advisor) / King, David (Committee member) / Kelley, Jason (Committee member) / Arizona State University (Publisher)
Created2017