The MPA Degree offered by the Institute for Public Service provides a pragmatic approach to education in public management and service. The program consists of 8 required courses and 6 electives. It emphasizes development of knowledge and expertise enabling students to perform managerial and administrative work at all levels of government or in public service institutions.
Accreditation
Established in 1974, the Suffolk MPA is one of only five MPA Programs in New England to be fully accredited by the National Association of Schools of Public Affairs and Administration (NASPAA). For more information on NASPAA go to http://www.naspaa.org.
Career Track Options:
The MPA allows students to follow numerous career tracks. Career tracks are not specialized degrees and will not appear on your degree or transcript. Working with faculty advisors, students can tailor their elective choices to focus their study in areas of career choice, including, but not limited to:
Health Policy
Nonprofit Management
State, Local or Federal Government
Continuing and Professional Studies Program (CAPS)
The MPA program offers an opportunity for students intending to pursue a graduate degree to take a maximum of two graduate courses before applying for degree status.
The MPA curriculum is a 42-credit program (14 courses) accredited by the National Association of Schools of Public Affairs and Administration (NASPAA).
The curriculum consists of seven (7) required courses, one (1) capstone course, and six (6) electives.
3.00
This introductory graduate-level course provides an overview of public administration and service and serves as a basis for further advanced studies in the MPA program. This course covers the structure, functions, and process of public service organizations at various levels, including governments and nonprofit organizations. Students explore historical trends, ethical considerations, and political rationale for the present operations of public service.
3.00
This course demonstrates how issues, problems, and questions surrounding public policies, program operations, and administrative systems can be structured as hypotheses and made amendable to resolution through the application of social science research techniques. The elements of research design such as surveys, true experiments, quasi-experiments, case studies and non-experimental studies are described, as well as sampling techniques and descriptive statistics. Ethical issues related to employment of these methods in the policy making process are also explored. The course content is presented as a way to reduce managerial uncertainty regarding alternative courses of action.
PAD 712
3.00
Pre-requisite: PAD 712 Quantitative analysis introduces basic statistical techniques used to analyze and draw conclusions from citizen and client surveys; program and policy evaluations; and performance and operations data. These techniques include chi square, lambda, gamma, correlations, and analysis of variance, t test correlations, and multivariate regression. Knowledge of these statistical techniques empowers managers by giving them the ability to evaluate the work of consultants, access the policy and management of literature, and analyze data using the analytical tools available in commonly uses statistical software, such as Microsoft Excel and the Statistical Package for the Social Sciences (SPSS).
3.00
This course introduces the fundamentals of budgeting, financial management, and revenue systems. Course goals include: A heightened awareness of the democratic ideals and values that must inform budgeting and financial management decisions, including a commitment to ethics, transparency and accountability; an understanding of the budget process and the distinctive features of budgetary decisions making; an understanding of the critical linkage between budgeting and financial management systems and the capacity of an organization to achieve its strategic goals; the ability to use the budget and financial reports as planning and management tools; knowledge of the basic principles of taxation as well as the structures and functions of federal, state, and local revenue systems. The course emphasizes knowledge and skills essential to the full range of public service careers.
3.00
This course will explore complex issues in public and non-profit human resource management (HRM) by examining policies and practices that support and enhance the value and contribution of individuals in these organizations.
3.00
Students explore small groups and organization operations, practices, behaviors, and structures. They develop techniques for maximizing efficiency and/or effectiveness; evaluations analysis; concepts and applications of Classicists; leadership; organizational development, and result-oriented management; as well as elements of reorganization, innovation and change.
3.00
Leadership is a critical ingredient of successful communities and organizations. This course develops a diagnostic framework as well as strategies and tactics to mobilized adaptive work, engage multiple government, no-profit, and business stakeholders, and build awareness and momentum for actions at all levels of government and community and in ones organization. It introduces the catalytic model of leadership and applies it to the ethical handling of societal and organizational problems. Students leadership competencies are reviewed and improved. This course is designed for people from diverse backgrounds with varied experienced in the leadership role.
Restricted to students that have completed 30 credits.
3.00
Prerequisite: Students must have completed 30 credit hours. Students will integrate the substance of previous courses in order to develop a capacity for strategic management based on a personal perspective of the role of the professional manager in the policy making process. This holistic perspective is expressed in an extensive research paper that describes the leadership role of the professional manager and defines a basis for ethical action. The course features the review of research articles, the discussion of case studies, and a consideration of future trends in public and non-profit management.
MBA Public Management
Six (6) PAD or HLTH 800-900 level courses
Students with no professional public service management experience are required to take PAD 859 (internship). This 3-credit course will count as one of your six electives.
Students must complete all prerequisites prior to registering for healthcare courses. More information is available at suffolk.edu/MHA. MPA students may not enroll in HLTH 890.
PAD core courses are level 700 courses and electives are level 800 or 900 courses. Some electives are only offered every 1.5-2 years.
Below are examples of possible career tracks. Career tracks are not specialized degrees or concentrations and will not appear on your transcript or diploma.
Possible courses being offered in other graduate programs at Suffolk University are also listed. Students must meet all prerequisite requirements for courses offered outside the Institute of Public Service, and only two courses can be used toward your MPA electives.
Students work with thier faculty advisors to create the elective curriculum that will best enhance their practical knowledge of your area of interest.
These electives focus on preparing nonprofit and public managers for community advocacy and government agency positions to manage and lead in a dynamic healthcare environment locally and globally.
3.00
This course presents an overview of the origins, components, organization, and operation of the health system in the United States. It is an introduction to the major health issues and institutions, including the settings in which health services are delivered, providers of these services, and the public and private payers for services.
MBA Health
HLTH-701;
3.00
This course provides a framework for understanding the economics of the U.S. healthcare industry. The industry is experiencing great pressure to reduce costs, even as it strives to do better at both improving the health of the population and engaging patients in their care. This course enables students to apply the perspectives and tools of health economics to the tasks of understanding and improving the business of healthcare. Students analyze and evaluate current and evolving healthcare markets, public policies, payment methods, mechanisms for bearing and sharing financial risk, and the economic impact of changes in technology and the health professions. Students participate in envisioning the future and designing better ways for healthcare leaders, managers and policy makers to meet the challenges facing the industry.
MBA Health
3.00
Examines health policy development and implementation as well as important and cutting-edge U.S. health issues, including their policy and ethical implications. Topics may change each year, but usually include state and federal healthcare reform, access and health disparities, medical errors, healthcare quality, evidence-based practice and shared decision making, chronic illness and disabilities, behavioral health, stem cells and genetics, the consumer paradigm, emergency response management, and end-of-life issues.
MBA Health
HLTH-701;
1.50
Reviews global health needs, including those related to infectious and chronic diseases, injuries, behavioral health, women, children, and families, and complex emergencies such as natural disasters and war. Case studies stimulate discussion of ways to address these needs. Student papers identify needs and evaluate healthcare organization and financing in selected countries.
MBA International Business,MBA Health
Take HLTH-701 and HLTH-840;
1.50
Builds on HLTH 840 with a review of global health systems and organizations. In class and student issue papers, the course covers critical health-related policy issues such as world trade, poverty, population growth, the nutritional crisis, the water wars, and environmental issues/global climate change. The course closes by examining the challenges of how to prioritize scarce resources and mobilize together to save civilization.
MBA International Business,MBA Health
HLTH-701;
3.00
Students investigate the structural and functional aspects of the legal, institutional, and political factors that condition the character of the US healthcare industry, the role of the healthcare manager, the legislative process, administrative policy-making, and national trends related to political parties and interest groups. Topics in healthcare law include medical malpractice, informed consent, confidentiality of patient information, healthcare liability, and administrative law.
MBA Health
3.00
The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.
MBA Public Management
3.00
PAD 819 covers both Grant seeking and Grant writing. Students, individually, but most often in teams, work with a nonprofit or government organization to develop a project idea and prepare a Master Grant Proposal and a Grant Application to be submitted to a most-likely-to-fund Grand maker. Classes focus on step-by-step Grant writing & Grant seeking process, and the instructor also consults with student-Grant writers individually an via Blackboard.
MBA Public Management
3.00
A decision-making course focusing on applying high speed information systems to support administrative and managerial functions. PMIS incorporates organizational assessments leading to purchasing computer hardware and software, office automation, and diverse communications including electronic automation, and diverse communications including electronic mail, Internet, telecommunications, and networking. Current events, professional journals and the technology presently used will be highlighted.
MBA Public Management
3.00
In this course, students study the ethical, moral, and legal dilemmas in public and private managerial operations. The gray areas of decision-making provide case studies for exploration of effective ethical practices. Management approaches to deter fraud, waste, abuse, and corrupt practices are identified as are the tools and strategies to strengthen the organizational ethic and culture in business and government. Ethical management strategies designed to improve productivity within organizations are explored.
MBA Public Management
Registration requires instructor approval
3.00
An opportunity will provided for students to research, experience, analyze, and compare public policy development and implementation in the United States, and in other nations like Dublin, Ireland, and San Juan, Puerto Rico. The course consists of classroom lectures and independent research on the Suffolk campus as well as at a university related center in another country. Students may pick their specific research topics from a variety of public policy and program subject areas. This course may be taken twice, for a maximum of 6 credits.
MBA Public Management
3.00
This course will focus on building powerful community organizations, empowering ordinary citizens, and bringing about change on social and economic issues. What do we mean by community? Why do so many Americans feel that community is lacking in their lives? What role should public managers play in empowering citizens and communities? What would we do differently if we really wanted to bring citizens, elected officials and public managers together to solve problems?
MBA Public Management
3.00
This course provides an in-depth look at todays philanthropic trends, patterns, and best practices in fundraising techniques.
MBA Public Management
Registration requires professors approval
3.00
Instructors signature required for registration. Students with no public administration work experience will be required to take PAD 859 (Internship) at admission. This is a 3-credit course that requires both class attendance and a 300-hour work requirement. If you are required to take PAD 859, it will count as one of your PAD elective. If you are interested in a career change, and you are not required to take the internship at admission, you may take PAD 859 as an elective.
MBA Public Management
3.00
Policies of present United States health care system critically analyzed and compared with other national systems. Current reform proposals receive special attention.
3.00
Women use and work in the health care system at higher rates than men, yet men predominate as its leaders and decision-makers. This course introduces students to the U.S. health system, emphasizing components that are most significant for women. Topics include the (gendered) role of professions, institutions, consumers, and government; landmark legislation; and Medicaid and Medicare. Students also learn how to use a gender perspective to analyze health care policies and legislation.
3.00
This course is structured as a practical introduction to advocacy skills. The skill set students receive includes lobbying, communications, media relations, and community organizing. Students practice writing press releases, contacting media outlets, presenting in public, and leading focus groups. In addition, students learn how to develop outreach strategies, and they will be exposed to a variety of assessment tools that are used to map and measure community needs and evaluate programmatic success.
3.00
Students examine the major processes of labor management relations: union organizing, elections and certification, negotiation, and contract administration, including the grievance-arbitration process. The class will be applicable to all sectors: private, public, profit, and nonprofit.
MBA Public Management
3.00
In this course, students study the ethical, moral, and legal dilemmas in public and private managerial operations. The gray areas of decision-making provide case studies for exploration of effective ethical practices. Management approaches to deter fraud, waste, abuse, and corrupt practices are identified as are the tools and strategies to strengthen the organizational ethic and culture in business and government. Ethical management strategies designed to improve productivity within organizations are explored.
MBA Public Management
3.00
Workplace and labor law affects every managers ability to achieve the goals and objectives of the organization. Ignorance of the relevant statutes and case law leads to misunderstanding, mismanagement, and substantial legal costs and controversies. This course reviews some of the more significant legal requirements associated with recruitment and selection, performance appraisal, discipline, wages and benefits, etc. Teaching method includes lecture and case analysis.
MBA Public Management
3.00
This course will review all areas of Alternative Dispute Resolution. Mediation, arbitration, negotiation, conciliation, and mini trials will be discussed within the contexts of labor, management and governmental applications as ADR rapidly grows as an option to resolve disputes and manage litigation costs.
MBA Public Management
Registration requires professors approval
3.00
Instructors signature required for registration. Students with no public administration work experience will be required to take PAD 859 (Internship) at admission. This is a 3-credit course that requires both class attendance and a 300-hour work requirement. If you are required to take PAD 859, it will count as one of your PAD elective. If you are interested in a career change, and you are not required to take the internship at admission, you may take PAD 859 as an elective.
MBA Public Management
MBA 610 or MBA 710
3.00
For practitioners and students interested in understanding the roles and skills involved in human resources management. The course brings students up-to-date on the role and focus of human resources as well as provides an understanding of the relationship between human resources and other management functions.
MBA Organizational Behavior,MBA Entrepreneurship
MBA 610 or MBA 710
3.00
This course takes multiple approaches to the exploration of leadership. Emphasis is put on individual self-awareness as a critical precursor to leadership success. A wide range of activities, exercises, cases, and simulations are used to develop understanding of the dynamics of leadership. Team building, both as an activity and a topic for study, is used as the model to develop, practice, and improve individual leadership skills.
MBA Organizational Behavior
3.00
The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.
MBA Public Management
3.00
Students examine the major processes of labor management relations: union organizing, elections and certification, negotiation, and contract administration, including the grievance-arbitration process. The class will be applicable to all sectors: private, public, profit, and nonprofit.
MBA Public Management
3.00
PAD 819 covers both Grant seeking and Grant writing. Students, individually, but most often in teams, work with a nonprofit or government organization to develop a project idea and prepare a Master Grant Proposal and a Grant Application to be submitted to a most-likely-to-fund Grand maker. Classes focus on step-by-step Grant writing & Grant seeking process, and the instructor also consults with student-Grant writers individually an via Blackboard.
MBA Public Management
3.00
A decision-making course focusing on applying high speed information systems to support administrative and managerial functions. PMIS incorporates organizational assessments leading to purchasing computer hardware and software, office automation, and diverse communications including electronic automation, and diverse communications including electronic mail, Internet, telecommunications, and networking. Current events, professional journals and the technology presently used will be highlighted.
MBA Public Management
3.00
Students analyze the theory and practice of nonprofit services marketing in relation to administration in the multiple nonprofit business sectors, including the health care industry. Students examine nonprofit market economics, competition, product differentiation, market research, and innovative nonprofit products and services.
MBA Public Management
3.00
In this course, students study the ethical, moral, and legal dilemmas in public and private managerial operations. The gray areas of decision-making provide case studies for exploration of effective ethical practices. Management approaches to deter fraud, waste, abuse, and corrupt practices are identified as are the tools and strategies to strengthen the organizational ethic and culture in business and government. Ethical management strategies designed to improve productivity within organizations are explored.
MBA Public Management
3.00
Students learn effective approaches to leadership by examining leadership models, styles, and strategies. Emphasis is placed on the values and ethics of successful managerial leadership in public, private, and nonprofit sectors
MBA Public Management
Registration requires instructor approval
3.00
An opportunity will provided for students to research, experience, analyze, and compare public policy development and implementation in the United States, and in other nations like Dublin, Ireland, and San Juan, Puerto Rico. The course consists of classroom lectures and independent research on the Suffolk campus as well as at a university related center in another country. Students may pick their specific research topics from a variety of public policy and program subject areas. This course may be taken twice, for a maximum of 6 credits.
MBA Public Management
3.00
This course will focus on organizational survival and enhancement achieved through leadership, planning, risk management and enterprise. Entrepreneurship and mission-achievement will be linked conceptually and applied functionally via the design, preparation and presentation of a start-up Business Plan using conventional materials and specifically designed computer software within the context of a specific real world non-profit organization.
MBA Public Management,MBA Entrepreneurship
3.00
This course will focus on building powerful community organizations, empowering ordinary citizens, and bringing about change on social and economic issues. What do we mean by community? Why do so many Americans feel that community is lacking in their lives? What role should public managers play in empowering citizens and communities? What would we do differently if we really wanted to bring citizens, elected officials and public managers together to solve problems?
MBA Public Management
3.00
This course provides a practical framework for understanding the legal and ethical challenges continually faced by nonprofit human and social service organizations. Students learn about the various levels of legal influence, including federal, state, and city, as well as the internal laws of the corporation, and will explore the impact these laws can have on the day-to-day operation of the nonprofit organization. Students develop a methodology for identifying issues that can trigger a legal response and processes for best protecting their organizations, their clients, and themselves.
MBA Public Management
3.00
This course provides an in-depth look at todays philanthropic trends, patterns, and best practices in fundraising techniques.
MBA Public Management
Registration requires professors approval
3.00
Instructors signature required for registration. Students with no public administration work experience will be required to take PAD 859 (Internship) at admission. This is a 3-credit course that requires both class attendance and a 300-hour work requirement. If you are required to take PAD 859, it will count as one of your PAD elective. If you are interested in a career change, and you are not required to take the internship at admission, you may take PAD 859 as an elective.
MBA Public Management
3.00
When offered this course focuses upon a special topic in the field of public administration. The course may be retaken for credit when the topics differ. Courses are wither three or 1.5 credits. Examples of 1.5 credit courses are: lobbying, housing, transportation, and managed care.
MBA Public Management
1.00- 6.00
Instructor and Deans Approval required for registration. This elective course option involves a student- initiated proposal to a willing and appropriate faculty member for a directed study project. The faculty member and student must concur on a written proposal and final report. Approval by the Office of the Dean is necessary prior to registration.
MBA Public Management
MBA 640 or ACCT 802
3.00
Covers fund accounting, encumbrance accounting, and GASB pronouncements, cost accounting and budgetary control for government and its agencies, medical, educational, religious and other nonprofit organizations. Students learn how to apply the cost benefit analysis in the resources allocation process, program planning, budgeting and reporting systems.
MBA Accounting
3.00
This course presents an overview of the origins, components, organization, and operation of the health system in the United States. It is an introduction to the major health issues and institutions, including the settings in which health services are delivered, providers of these services, and the public and private payers for services.
MBA Health
3.00
This course explores the institutional structures, political processes, and impact of international governmental and nongovernmental organizations. It analyses their increasingly prominent role in efforts to resolve a wide range of global problems and contribution to strengthen the current system of global governance. While the course covers the problems of international security, global distribution of wealth, deterioration of the environmental system and threats to social welfare, it focuses on the interaction between the United Nations System and regional organizations, on the one hand, and the role of non-governmental organizations in cooperating or something to solve specific problems in the area of international relations.
3.00
Students review the basis for administrative practice. They learn legal interpretation of statutes, regulations, and proposed legislation that impact public administration and public policy.
3.00
Instructors signature required for registration. Students examine the interrelations among the federal executive, Congressional committees, constituency groups, and federal administrative agencies in the formulation and implementation of federal policies. Also discussed are managerial functions (e.g., personnel regulations, program evaluations, and intergovernmental design). This course includes a 3-day travel seminar to Washington D.C.
MBA Public Management
3.00
Students examine the theoretical and empirical review of the history and role of state government and its operational practices as well as administrative, financial and policy-making functions. There will be particular emphasis on the major functions of state government such as education, transportation, health and human services, criminal justice, housing and economic development. This course is designed for people who wish to work in state government as well as those who do business with state government.
MBA Public Management
3.00
This course will explore the decision-making processes, strategies and administrative/managerial practices of local governments through the use of case studies, lectures and readings. Using case study discussions as our primary learning tool, students will explore myriad local government challenges facing municipal managers, and engage in a decision and problem-solving process to reach the best possible outcomes. Cases usually depict real events and allow participants to experience the complexities, ambiguities and uncertainties confronted by the case actors. Moreover, cases illustrate the application and limitations of concepts and theories by placing problems within a complex environment. Students in this course should have a basic understanding of the fundamentals of public administration, such as those taught in P.AD 711.
MBA Public Management
3.00
Examination of patterns of intergovernmental operations and administration. Special emphasis on changing techniques of intergovernmental management and emerging patterns of intergovernmental relations. Issues such as regionalism, program mandates, and resource management will be explored.
MBA Public Management
3.00
Students examine the major processes of labor management relations: union organizing, elections and certification, negotiation, and contract administration, including the grievance-arbitration process. The class will be applicable to all sectors: private, public, profit, and nonprofit.
MBA Public Management
3.00
PAD 819 covers both Grant seeking and Grant writing. Students, individually, but most often in teams, work with a nonprofit or government organization to develop a project idea and prepare a Master Grant Proposal and a Grant Application to be submitted to a most-likely-to-fund Grand maker. Classes focus on step-by-step Grant writing & Grant seeking process, and the instructor also consults with student-Grant writers individually an via Blackboard.
MBA Public Management
3.00
A decision-making course focusing on applying high speed information systems to support administrative and managerial functions. PMIS incorporates organizational assessments leading to purchasing computer hardware and software, office automation, and diverse communications including electronic automation, and diverse communications including electronic mail, Internet, telecommunications, and networking. Current events, professional journals and the technology presently used will be highlighted.
MBA Public Management
3.00
Recessions and economic stagnation, loss of economic base, and natural disasters have significant consequences for the effectiveness of governments and nonprofits, yet during times of fiscal crisis these organizations carry more responsibility as people look to these organizations for leadership and relief from hardships. This course addresses strategies to prepare for and cope with fiscal crises. Students will learn to assess economic and financial vulnerability, develop management and budget methodologies that are adaptable to changing economic conditions, and develop strategies to ensure long-term financial viability and effectiveness of governments and nonprofits.
MBA Public Management
3.00
Analysis of the formulation and implementation of environmental protection and energy policies. Discussion of the economic, political, and health-related consequences stemming from attempts to achieve a workable balance between energy sufficiency and environmental protection.
MBA Public Management
3.00
Students develop techniques and directives related to communication processing. Both interpersonal communication and electronic information flow will be examined. Communication skills, styles, and strategies will be stressed through the use of all forms of media. The role of information offers in the public sector and public affairs managers in the private sector will be examined and contrasted. Also covered are the management of public documents and the issues involved in Sunshine Laws and Privacy Acts.
MBA Public Management
3.00
In this course, students study the ethical, moral, and legal dilemmas in public and private managerial operations. The gray areas of decision-making provide case studies for exploration of effective ethical practices. Management approaches to deter fraud, waste, abuse, and corrupt practices are identified as are the tools and strategies to strengthen the organizational ethic and culture in business and government. Ethical management strategies designed to improve productivity within organizations are explored.
MBA Public Management
3.00
Students learn effective approaches to leadership by examining leadership models, styles, and strategies. Emphasis is placed on the values and ethics of successful managerial leadership in public, private, and nonprofit sectors
MBA Public Management
Registration requires instructor approval
3.00
An opportunity will provided for students to research, experience, analyze, and compare public policy development and implementation in the United States, and in other nations like Dublin, Ireland, and San Juan, Puerto Rico. The course consists of classroom lectures and independent research on the Suffolk campus as well as at a university related center in another country. Students may pick their specific research topics from a variety of public policy and program subject areas. This course may be taken twice, for a maximum of 6 credits.
MBA Public Management
3.00
Workplace and labor law affects every managers ability to achieve the goals and objectives of the organization. Ignorance of the relevant statutes and case law leads to misunderstanding, mismanagement, and substantial legal costs and controversies. This course reviews some of the more significant legal requirements associated with recruitment and selection, performance appraisal, discipline, wages and benefits, etc. Teaching method includes lecture and case analysis.
MBA Public Management
3.00
This course will focus on building powerful community organizations, empowering ordinary citizens, and bringing about change on social and economic issues. What do we mean by community? Why do so many Americans feel that community is lacking in their lives? What role should public managers play in empowering citizens and communities? What would we do differently if we really wanted to bring citizens, elected officials and public managers together to solve problems?
MBA Public Management
3.00
This course will review all areas of Alternative Dispute Resolution. Mediation, arbitration, negotiation, conciliation, and mini trials will be discussed within the contexts of labor, management and governmental applications as ADR rapidly grows as an option to resolve disputes and manage litigation costs.
MBA Public Management
3.00
Students in this course will examine a variety of civic innovations that attempt to reap the benefits of citizen and public engagement by bringing together diverse parties across a variety of policy areas to forge new solutions.
MBA Public Management
Registration requires professors approval
3.00
Instructors signature required for registration. Students with no public administration work experience will be required to take PAD 859 (Internship) at admission. This is a 3-credit course that requires both class attendance and a 300-hour work requirement. If you are required to take PAD 859, it will count as one of your PAD elective. If you are interested in a career change, and you are not required to take the internship at admission, you may take PAD 859 as an elective.
MBA Public Management
3.00
When offered this course focuses upon a special topic in the field of public administration. The course may be retaken for credit when the topics differ. Courses are wither three or 1.5 credits. Examples of 1.5 credit courses are: lobbying, housing, transportation, and managed care.
MBA Public Management
1.00- 6.00
Instructor and Deans Approval required for registration. This elective course option involves a student- initiated proposal to a willing and appropriate faculty member for a directed study project. The faculty member and student must concur on a written proposal and final report. Approval by the Office of the Dean is necessary prior to registration.
MBA Public Management
3.00
The structure and functioning of legislatures. Particular emphasis on the U.S. Congress, how it works and how it compares to other legislatures. The role of legislatures in a democracy.
3.00
Core course for the Professional Politics Concentration. The purpose of campaigns is to win, while the purpose of elections is to maintain democracy. This course will focus on the tension between these two goals, on the assumption that a healthy democracy needs a well-developed ethical sense among political professionals. The course will combine consideration of fundamental ethical principles with class discussion of hard cases. Each student will be asked to study a case and present it to the class.
3.00
Examines how incentives impact government behavior and government actions impact the economic behavior of citizens. Topics include an examination of theories of the origin of the state, interest groups, rent seeking, regulation, bureaucracy, federalism, democratic efficiency, and taxation.
3.00
This course considers the degree to which it is possible to explain, predict, and guide political decision through the application of economic analysis. The course is organized around two competing visions of public choice: (1) a traditional organic approach that sees the core problem for public choice as requiring the maximization of social welfare and (2) a newer contractual approach that sees that problem as requiring attention to the institutional framework within which political decisions are made. Topics to be considered include the Arrow paradox and other problems in aggregating individual choices, rent-seeking, the Leviathan hypothesis, and non-market demand-revealing methods.
EC 820
3.00
This course examines regulation and analyzes the structure, conduct and performance of American industry. Monopoly and strategic behavior in oligopoly and monopolistic competition are considered. U.S. antitrust law and the effect of regulatory laws on industrial performance are explored. Regulatory practices, rate setting, deregulation, public-enterprise pricing, and issues in privatization are examined, with an emphasis on case studies and policy analysis. Ph.D. students are required to write and present a major research paper related to regulation. Normally offered every year.
EC 821
3.00
This graduate-level course uses game theoretical models to study how (economic) policies are determined in democracies. Covers the basic models (Hotelling-Downs spatial competition, probabilistic voting, partisan voting) as well as some recent extensions (models of lobbies and political agency). Applications to political economy of reform and persistence of inefficient economic policies are presented. The course is mostly theoretical. The goal is to give the students the necessary tools to study the economics of politics.
EC 821
3.00
A doctoral-level treatment of topics in public choice and public finance. Public Choice focuses on understanding why government operates the way it does and how it impacts efficiency. Public Finance focuses on how governments raise tax revenue and how that impacts efficiency. Topics include an examination of theories of the origin of the state, interest groups, rent seeking, regulation, bureaucracy, federalism, democratic efficiency, and taxation.
Government Policy and Leadership Management
Public Budgeting and Financial Management
Law & Public Policy
Public Service Leadership
Policy Analysis and Evaluation
Philanthropy and Media
Public Safety
Information Resource Management
The Presidential Management Fellows (PMF) Program was established by Executive Order in 1977 to attract to Federal service outstanding men and women from a variety of academic disciplines and career paths who have a clear interest in, and commitment to, excellence in the leadership and management of public policies and programs.
To be considered for PMF, students must apply online at pmf@opm.gov. The Department will be notified regularly regarding who has applied from Suffolk University and will vote to support or not support the application. Nominees go on to compete against students from other schools in a process managed by the U.S. Office of Personnel Management. To be considered for nomination by the Department, students must be in the last year of their studies, have at least a 3.5 cumulative GPA (B+ average) and no incompletes (with the exception of PAD 758/759 or 858/890).
For complete information about the PMF Program, please view their website at http://www.pmf.opm.gov or contact Prof. Doug Snow at dsnow@suffolk.edu.
Washington, DC, Moakley Fellows’ Public Policy and Public Management Internships In the fine public service tradition of former Massachusetts Congressman and Suffolk alumnus, John Joseph Moakley
Marisela Zapata described her 2008 Moakley Fellowship as “...an exciting front row seat on how public policy really happens—great networking and career opportunities. You can’t get this experience in Boston!”
For more information contact:
Linda Melconian: lmelconi@suffolk.edu or
Sandy Matava: mmatava@suffolk.edu
The Suffolk University/Commonwealth of Massachusetts Fellowship provides the means for high performing employees of the Commonwealth to pursue an MPA. In addition to full tuition, the fellowship recipient will receive 100% salary while attending the MPA program and will maintain his or her job on a half-time basis.
An applicant for the fellowship must:
For more information on the Commonwealth Fellowship contact: Deidre Travis Brown (617) 878-9896.
The Rappaport Public Service Fellowship program, open to graduate students in policy-related fields at Harvard, Suffolk, BU, and MIT, places twelve students in policy research and management summer positions at state and local offices and agencies in Greater Boston. A $7,000 stipend enables students to give the public sector a try and our seminar series and mentoring program place fellows’ experiences in a broader context. This also provides another source of advice and support during the fellowship and beyond.
The program is made possible through the generosity of the Jerome Lyle Rappaport Charitable Foundation and is administered at the Rappaport Institute for Greater Boston at Harvard’s Kennedy School of Government.
To be eligible, a student must be studying in programs with public policy implications for the Greater Boston metropolitan area or the Commonwealth of Massachusetts. The student also must be continuing their study in the following academic year. The application process consists of a cover letter, resume, statement of interests and writing sample. The application deadline is in mid to late January.
For more information, please contact Leann Baldwin or visit the Rappaport web site:
http://www.ksg.harvard.edu/rappaport
