Most of challenges facing today's government cannot be resolved without collaborative efforts from multiple non-state stakeholders, organizations, and active participation from citizens. Collaborative governance has become an important form of management practice. Yet the success of this inclusive management approach depends on whether government agencies and all other involved parties can collectively deliberate and work toward the shared goals. This dissertation examines whether information technology (IT) tools and prior cooperative interactions can be used to facilitate the collaboration process, and how IT tools and prior cooperative interactions can, if at all, get citizens and communities more engaged in collaborative governance. It focuses on the individual and small groups engaged in deliberating on a local community problem, which is water sustainability in the Phoenix metropolitan area. Experiments were conducted to compare how people deliberate and interact with each other under different IT-facilitated deliberation environments and with different prehistory of interactions. The unique experimental site for this research is a designed deliberation space that can seat up to 25 participants surrounded by the immersive 260-degree seven-screen communal display. In total, 126 students from Arizona State University participated in the experiment. The experiment results show that the deliberation spaces can influence participants' engagement in the collaborative efforts toward collective goals. This dissertation demonstrates the great potential of well-designed IT-facilitated deliberation spaces for supporting policy deliberation and advancing collaborative governance. This dissertation provides practical suggestions for public managers and community leaders on how to design and develop the desired features of IT-facilitated interaction environments for face-to-face and computer-mediated online public deliberation activities. This dissertation also discusses lessons and strategies on how to build a stronger sense of community for promoting community-based efforts to achieve collective goals.
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 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.