The Impact of Child Abuse Potential on Adaptive Functioning: Early Identification of Risk

Previous research has investigated the deleterious effects of child maltreatment on child development; however, little research has examined the development of children who live with caregivers who are at risk of maltreatment on child development outcomes. This study utilized self-report data from caregivers that included the Child Abuse Potential Inventory (CAPI), Parenting Stress Inventory-Short Form (PSI/SF), and Adaptive Behavior Assessment System-2nd Edition (ABAS-II) for 116 children ages 3-12 from a rural, Appalachian community. Caregivers with lower child abuse potential, children who used fewer school services, older children, and caregivers with lower household income had better total adaptive skills. Caregivers with lower child abuse potential, children who used fewer school services and older children had better functioning on the academic skills subscale. Children who used fewer school services, were older, and had lower family income had greater self-care skills. Finally, children who used fewer school services had greater communication skills. Parent-child dysfunction was not related to child development outcomes. The findings demonstrate that educators are in a unique position to intervene and support children at risk of maltreatment.     

State Performance‐Based Budgeting in Boom and Bust Years: An Analytical Framework and Survey of the States

The authors examine the track record of applying performance‐based budgeting (PBB) across three time periods within a sample of U.S. state governments: (1) throughout the 1990s, (2) in the early 2000s, and (3) during the Great Recession. State‐level PBB is analyzed according to four elements: (1) the development of performance measures, (2) its applicability to budgeting and management processes, (3) its utility across the business cycle, and (4) its usefulness for budget players. An analytical framework is devised that highlights the “publicness” of American government, draws on the principal–agent model, and considers incentive mechanisms theory. Findings confirm that a good performance measurement system takes time to develop and operate well and that PBB functions more effectively for executive management than legislative purposes. PBB is used more by the states during strong economic times as opposed to during economic downturns. More importantly, PBB is only selectively applied by legislators in most states, whereas top executive policy makers, middle managers, and staff embrace and utilize PBB systems more extensively.