Integrative Core Courses (27 Credits)
|MPA 6200||Foundations of Public Administration||3 Credits|
An examination of the fundamental concepts and issues in the field of public administration.
|MPA 6010||Research Methods in Leadership and Public Affairs||3 Credits|
Introduce students to the basic principles underlying social science research in the context of public affairs.
|MPA 5140||Organizational Leadership||3 Credits|
Examines how organizations have been described and theorized in public administration.
|MPA 5580||Public Sector Program Evaluation||3 Credits|
|MPA 5860||Public Budgeting||3 Credits|
This class examines principles of sound tax policy and politics surrounding revenue decisions. It also examines processes and techniques of governmental spending decisions. The practices and fundamental concepts of government accounting, budgeting, financial management, and public finance will also be introduced. Contemporary cases of budge decision-making processes at the national, state and local budge systems will be considered.
|MPA 5850||Policy Analysis for Public Affairs and Leadership||3 Credits|
Focused upon key aspects of public policymaking and analysis, and designed to introduce you to ways of systemically thinking about public policies. Because one cannot analyze a policy without understanding the roots of the policy in question, in this course we spend some time understanding the key actors and forces in the policy arena, understanding how to develop an appropriate framework for analysis, and the limitations of each analytical framework.
|MPA 5810||Public Private Partnerships||3 Credits|
On much of the country, public and private actions develop business and physical infrastructure, provide needed services and contribute to other physical and intellectual attributes that constitute communities. This course examines the intermingling of public and private roles and responsibilities and the potential consequences for the business, social economic and physical development of communities that reflect the inevitable negotiation of public interest oversight and entrepreneurial risk in cross-sectoral partnership. This course will function as a public private partnership with faculty and students engaging business and public leaders to build and analyze partnerships for the future.
|MPA 5590||Measuring Outcomes in Public and Non-Profit Organizations||3 Credits|
Focuses on the skills needed to develop and implement outcome system within a public or non-profit organization. Methods for determining information needs for monitoring of service delivery and program outcomes will be explored. Evaluation issues will be considered in the context of ethical standards, program effectiveness and efficiency.
|MPA 6800||Strategic Leadership and Public Value||3 Credits|
Underlying focus is on the creation of public value.
Public Leadership and Management Concentration (9 Credits)
|MPA 5120||Public Human Resource Management||3 Credits|
Introduces students to the management and leadership skills needed when engaging with a public sector workforce. Specifically addresses analysis of philosophy, problems, and procedures of public personnel management; recruitment, training and promotion policies; classification of positions; and employer-employee relations.
|MPA 5830||Data Analytics for Public and Non-Profit Managers||3 Credits|
The set of skills required for today’s successful public and non-profit managers include competencies in managing complex data systems and using that data to inform decision making and strategy development. This course will focus on the critical elements of data informatics for public and non-profit fields such as education, the environment, governance, and health care.
|MPA 5870||Financial Management in Government||3 Credits|
The purpose of this course is to survey the principles, issues and skills of financial management in the public sector. The focus is upon applications in the public sector and not-for-profit environment. The objectives of the course are to provide student with both theoretical understanding of the topic and to develop some of the fundamental skills necessary to work competently in the field. The focus will be on preparing students to be skilled consumers of financial information who possess the ability to analyze it and make sound decisions based on their analysis.
Non-Profit Management Concentration (9 Credits)
|MPA 5680||Nonprofit Financial Management and Resource Development||3 Credits|
An introduction to the tradition of philanthropy and fundraising in the United States. Examines practical, moral, and legal issues involving fund development and the fundraising profession. Provides students with an opportunity to apply fundraising techniques and practices to enhance the financial commitment of individuals, corporations, foundations, and government to “real-life” development projects.
|MPA 5890||Nonprofit Leadership and Governance||3 Credits|
An introduction to the non-profit sector and its role in society, the economy, and the delivery of human services. Includes an overview of principle management junctions as each applies to non-profit organizations.
|MPA 5660||Strategic Communication and Outreach for Nonprofit Management||3 Credits|
A communications plan is an important part of an organization’s daily operation. Additionally, for public and nonprofit organizations in particular, the activities in the plan should support overall communications goals in ways that help raise money, create change, recruit talent, and promote mission-related goals and objectives. As a living document, it frames the way both internal and external audiences perceive the organization; and since many nonprofits have limited staff and financial resources available for communications activities, it is even more important that these resources be deployed as strategically as possible. This course will offer an overview of communications concepts and media activities in ways that will help students develop a strategic communication plan focused on emphasizing a commitment to organizational mission; building trust among internal and external audiences; clarifying organizational priorities; and generating public value.
Crisis and Emergency Management
|MPA||Crisis Collaboration||3 Credits|
In our interconnected world, collaboration before, during and after a crisis will define the crisis. Engaging stakeholders, partners, and developing meaningful, genuine relationships is important before a crisis. Effective communication and leveraging resources and assets outside an organization will be dependent on the work and preparation before a crisis. Maintaining trust after a crisis is directly related to collaborative relationships.
|MPA||Crisis Leadership||3 Credits|
The key to effective crisis preparation, management, and resiliency is leadership. Vision, communication, and empowerment are among the key elements of leadership necessary to ensure life, property and organizational viability are maintained before, during and after a crisis. Leadership in an organization is important. Leadership in a crisis is essential.
|MPA||Crisis and Emergency Planning||3 Credits|
The best crisis is the averted crisis. Organizational risk assessment, continuity planning and answering questions such as: "Where do you go? and What do you do?" are important elements of crisis and emergency planning. Effective organizational resilience and recovery are directly related to pre-crisis and emergency preparation.