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Campaign finance regulation has drastically changed since the founding of the Republic. Originally, few laws regulated how much could be contributed to political campaigns and who could make contributions. One by one, Congress passed laws to limit the possibility of corruption, for example by banning the solicitation of federal workers

Campaign finance regulation has drastically changed since the founding of the Republic. Originally, few laws regulated how much could be contributed to political campaigns and who could make contributions. One by one, Congress passed laws to limit the possibility of corruption, for example by banning the solicitation of federal workers and banning contributions from corporations. As the United States moved into the 20th Century, regulations became more robust with more accountability. The modern structure of campaign finance regulation was established in the 1970's with legislation like the Federal Election Campaign Act and with Supreme Court rulings like in Buckley v. Valeo. Since then, the Court has moved increasingly to strike down campaign finance laws they see as limiting to First Amendment free speech. However, Arizona is one of a handful of states that established a system of publicly financed campaigns at the state-wide and legislative level. Passed in 1998, Proposition 200 attempted to limit the influence of money politics. For my research I hypothesized that a public financing system like the Arizona Citizens Clean Elections Commission (CCEC) would lead to Democrats running with public funds more than Republicans, women running clean more than men, and rural candidates running clean more than urban ones, and that Democrats, women, and rural candidates would win in higher proportions than than if they ran a traditional campaign. After compiling data from the CCEC and the National Institute on Money in State Politics, I found that Democrats do run with public funds in statistically higher proportions than Republicans, but when they do they lose in higher proportions than Democrats who run traditionally. Female candidates only ran at a statistically higher proportion from 2002 to 2008, after which the difference was not statistically significant. For all year ranges women who ran with public money lost in higher proportions than women who ran traditionally. Similarly, rural candidates only ran at a statistically higher proportion from 2002 to 2008. However, they only lost at higher proportions from 2002 to 2008 instead of the whole range like with women and Democratic candidates.
ContributorsMarshall, Austin Tyler (Author) / Herrera, Richard (Thesis director) / Jones, Ruth (Committee member) / Economics Program in CLAS (Contributor) / School of Politics and Global Studies (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description

Dr. Milton Glick grew up wanting to follow in his father’s footsteps and become a jeweler. However, his father had other plans for him and insisted that he attend college. Milt received his undergraduate degree in Chemistry from Augustana College in his hometown of Rock Island, IL. He went on

Dr. Milton Glick grew up wanting to follow in his father’s footsteps and become a jeweler. However, his father had other plans for him and insisted that he attend college. Milt received his undergraduate degree in Chemistry from Augustana College in his hometown of Rock Island, IL. He went on to receive his PhD in Chemistry from the University of Wisconsin-Madison. He spent 2 years as a Post-Doctoral student at Cornell University before joining the faculty of Wayne State University. From there, he went to serve as Dean at the University of Missouri and then Provost at Iowa State University, serving as interim President in his final year. In 1991 he joined the administration of ASU as Provost and remained here for 15 years. He spent almost 5 years as President of the University of Nevada, Reno before unexpectedly passing away of a stroke in April 2011.

In this interview, Milt talks about his goals of improving the quality of the faculty at ASU from being the “ordinary” that he found when he arrived to becoming the “extraordinary”. He attributes his success in improving faculty salaries as one aspect of achieving this goal. He talks about the challenges ASU had living in the shadows of the greatness of the University of Arizona and overcoming those to where the UofA now looks up to ASU! Milt also talks about his role as the “Zen master of managing limited budgets” during his years at ASU. And he speaks of the special relationship he had with now President Michael Crow, from his years at Iowa State, to using Michael as a consultant and mentor to him in his role as Provost at ASU and finally to having Dr. Crow as his “boss”. Throughout the interview, Milt stressed his love for ASU and mentioned that ASU was “more than just a destination for sunlight.”

ContributorsJones, Ruth (Interviewer) / Arizona State University Retirees Association (Producer)
Created2010-03-06
Description

Born in Pittsburgh, PA and raised in a small town in Indiana (Seymour, IN), Harold Fearon received his BA in Management and his MBA from Indiana University where he became interested in teaching as a career. After his military service, he went to Michigan State University where he received his

Born in Pittsburgh, PA and raised in a small town in Indiana (Seymour, IN), Harold Fearon received his BA in Management and his MBA from Indiana University where he became interested in teaching as a career. After his military service, he went to Michigan State University where he received his PhD in Management with a dissertation titled “Purchasing Research in American Business”. His specialty was industrial purchasing.

Harold was invited to come to ASU to be part of the College of Business by a former professor from IU who had moved to ASU. He talks about how he promised to only stay 2 years and has been here close to 30! During his time at ASU he was chair of the Department of Management in the College of Business. He became chair of the Department of Purchasing, Transportation and Operation which he founded to support the increase in interest in the purchasing field. After his retirement, he established a research institute (the first institute located at the ASU Research Park) that was nationally supported called The Center for Advanced Purchasing Studies (CAPS). He also was the founder and first editor of the “Journal of Purchasing and Materials Management” which is still in publication today. In his spare time, he was co-founder of the Rio Salado Bank, a community bank in Tempe, about which he relates many funny events!

ContributorsStevenson, Pam (Interviewer) / Agave Productions (Contributor)
Created2007-01-12
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Born in Arizona, the son of educators, Lattie F. Coor was the 15th President of ASU. He attended NAU for his undergraduate degree and went on to receive his masters and PhD from Washington University in St. Louis, Missouri. He remained at Washington University as a faculty member, eventually becoming

Born in Arizona, the son of educators, Lattie F. Coor was the 15th President of ASU. He attended NAU for his undergraduate degree and went on to receive his masters and PhD from Washington University in St. Louis, Missouri. He remained at Washington University as a faculty member, eventually becoming its Vice Chancellor. In 1976, Lattie left to become the 21st President of the University of Vermont. In January of 1990, Lattie returned to Arizona to become the 15th President of ASU, remaining as President until 2002. After his retirement as President of ASU, Lattie stayed as a Professor and Ernest W. McFarland Chair in Leadership and Public Policy in the University's School of Public Affairs. He also co-founded the Center for the Future of Arizona where he continues to serve on the Board of Directors.

In his interview, Lattie recaps his life growing up in Arizona during the war years, providing many stories of his experiences with the various prisoner of war camps located in Arizona. He indicates that originally he thought he would become a lawyer and perhaps enter a political career, but then early on in his post-secondary work, he was greatly influenced by one of his professors at NAU and turned to pursuing a career in academics. From there he unfolds the story of his life as a professor and an academic administrator.

ContributorsStevenson, Pam (Interviewer) / Agave Productions (Producer)
Created2006-01-24
Description

James W. Elmore will always be remembered as the founding dean of the College of Architecture at Arizona State University. Jim’s original intent in coming to Phoenix in 1948 was to work as an architect for Guirey & Jones. Jim came to ASU in 1949 to a non-existent department at

James W. Elmore will always be remembered as the founding dean of the College of Architecture at Arizona State University. Jim’s original intent in coming to Phoenix in 1948 was to work as an architect for Guirey & Jones. Jim came to ASU in 1949 to a non-existent department at then Arizona State College. He nurtured the department into a nationally prominent design school in less than 20 years. Jim was also instrumental in the design and development of the Rio Salado Project. After retirement from ASU, he continued to promote his design for aerial (elevated) transit and a city for Phoenix and greater Phoenix area.

Jim is a native of Nebraska receiving his BA degree in architecture in 1938 from the University of Nebraska. After spending six years with the US Army Corp of Engineers, he went back to school on the GI Bill and received his Masters in Architecture from Columbia University. This interview has Jim telling us about his road to becoming an architect, to becoming a teacher, developing the College of Architecture and his continued community involvement after retirement.

ContributorsStevenson, Pam (Interviewer) / Agave Productions (Producer)
Created2003-11-24