Public Administration

Master of Public Administration

Learn more about this degree

The MPA Degree, offered by the Institute for Public Service, provides a pragmatic approach to education in public service management. The program consists of eight (8) required courses and six (6) electives. It emphasizes the development of knowledge and expertise, enabling students to perform managerial and administrative work at all levels of government. nonprofit and 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 NASPAA Commission on Peer Review and Accreditation. For more information, visit NASPAA's website.

Concentrations

MPA students have the option to concentrate in four (4) public service areas: State and Local Government: Community Health; Nonprofit Management: or Performance Management. Working with faculty advisors, students can tailor their elective choices to focus in areas of career choice. 

 Accreditation

Established in 1974, the Suffolk MPA is one of only five MPA programs in New England to be fully accredited by the NASPAA Commission on Peer Review and Accreditation. For more information, visit NASPAA's website (http://www.naspaa.org). 

MPA Curriculum

10 -14 Courses
30-42 Credits

Program Length:
Full-time in as few as 3 semesters
Part-time in as few as 6 semesters

The curriculum consists of seven (7) required courses, one (1) capstone course, and six (6) electives.

Required Courses (24 credits, 8 courses)

Foundation in Public Service Courses (9 credits)

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Prerequisites:

PAD 712

Credits:

3

Description:

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).

Managing Public Service Organizations Courses (12 credits)

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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 one's 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.

Capstone Course (3 credits)

Prerequisites:

Restricted to students that have completed 30 credits.

Credits:

3

Description:

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.

MPA Electives (18 credits)

Choose 6 PAD electives. Students are allowed to take 2 electives outside of the MPA program after consultation with MPA Faculty Advisor.

PAD core courses are 700-level courses and electives are 800 or 900 level courses. Some electives are only offered every 1.5 - 2 years. 

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 6 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.

MPA Learning Goals & Objectives

Learning Goals Learning Objectives

Demonstrate ability to apply analytical reasoning skills to enhance the efficiency, effectiveness and responsiveness of public service delivery systems.

(Analytical Reasoning)

  1. Identify the problem and related issues.
  2. Identify key assumptions.
  3. Generate salient alternatives.
  4. Examine the evidence and source of evidence.
  5. Identify conclusions, implications, and consequences.

Have been exposed to a variety of leadership styles and theories, as well as limitations on leadership imposed by the political environment and the responsibilities inherent in the democratic process.

(Public Service Leadership)

  1. Demonstrate the ability to identify the environmental factors that determine effective leadership in specific situations.
  2. Demonstrate the capacity to adopt appropriate leadership styles.
  3. Demonstrate a knowledge of basic leadership competencies.
  4. Demonstrate an ability to work effectively in groups and teams.
  5. Demonstrate the capacity to interact positively with diverse citizens and a changing workforce.

Understand and respond to the social, political, legal, and ethical factors vital in a democratic process.

(Ethics)

  1. Understand the inherent conflicts between professional bureaucracy and democracy, as well as the ethical dilemmas they may entail.
  2. Identify the ethical issues associated with policy leadership by professional managers.
  3. Communicate a clear and coherent philosophy of engaging the diverse constituencies that comprise the political environment as a professional manager.
  4. Demonstrate the ability to think critically about the public interest and to commit to the pursuit of public value while remaining open to diverse views of the public interest.
Demonstrate oral communication skills to effectively communicate with co-workers, citizens, clients, and all organizational stakeholders.

(Oral Communication)

  1. Organize the presentation effectively.
  2. Deliver the presentation with attention to volume, clarity, grammatical correctness and precision.
  3. Develop the topic.
  4. Communicate with the audience.
  5. Use communication aids effectively.
  6. Summarize the presentation.

Demonstrate written communication skills to effectively communicate with co-workers, citizens, clients, and all organizational stakeholders

(Written Communication)

  1. Develop a topic with supporting details.
  2. Organize written communication effectively and logically.
  3. Use correct word choice and effective sentence structure.
  4. Employ normal conventions of spelling and grammar.
  5. Provide examples and supporting evidence.
  6. Communicate accurate quantitative information.

Waiver Policy

To waive course, a student must successfully complete equivalent coursework at the undergraduate/graduate level in the seven (7) years prior to MPA matriculation, with a grade of "B" or better, and provide official transcripts (with English translations, if applicable).

All waiver requests are evaluated upon a student's acceptance into the MPA program.

All MPA students must complete a minimum of 30 graduate credits in the Sawyer Business School.

Transfer Credit Policy 

Any candidate seeking transfer credits, taken at the graduate level from an accredited graduate program, will be reviewed on a case-by-case basis. These credits may be considered for transfer if the credits do not apply to a previously completed degree.

Transfer credits must have earned a grade of “B” or better and be taken within seven (7) years prior to entering the Suffolk MPA program. However, at the discretion of the MPA program director, MPA courses may not be transferred if the subject material has changed significantly since completion. A maximum of twelve (12) credits may be considered for transfer.  

Transfer Credits from the Moakley Center for Public Management's Certificate Program

Students who have completed a certificate program through the Suffolk University Moakley Center for Public Management may have an opportunity to reduce credit requirements to an SBS graduate degree program (MBA, MMS, MSA, MST, MHA, MSBA, or MSM). All course waivers and/or transfers vary by program and are reviewed on a case-by-case basis by the respective SBS Graduate Programs Office. 

In order for a course to be considered, the following criteria must be met: must have an SBS graduate program course equivalent; received a grade of "B" or better; and successfully completed the certificate prior to enrolling in the SBS graduate degree program. 

Applicants must also meet the admission standards for the SBS graduate degree program to which they are applying.

Course Substitutions

Course substitutions may be made at the discretion of the MPA program director based on student needs and current skill sets.

 

 

MPA Concentrations

Students must complete the 7 core MPA courses to earn their MPA degree. They may use 12 credits of their elective course options to complete one of the following concentrations.

Performance Management Concentration (formerly Information System, Performance Management, and Big Data Analytics Concentration)

This concentration focuses on how public sector and non-profit organizations are moving toward new management and performance systems. This concentration will focus on the rationale for performance management and how to apply these various methods of performance management.

Required Courses (12 credits):

Credits:

3

Description:

History of performance improvement initiatives: successes and failures. Beginning with, and linking to, the mission statement. Why measure performance? Governance by the numbers. Building capacity for performance: the organization's culture, mission and processes. Leadership for performance. Political authorities and the politics of performance. Adopting, but not implementing, a performance program. Performance stat. Performance measures and reports. Creating a culture of performance management. Employee empowerment. Strategic and performance plans. Performance-informed organizations. Comprehensive performance improvement systems. Institutionalizing performance.

Credits:

3

Description:

Data collection, analysis and visualization. Data availability. Data costs. Limits of data. Benchmarking. Open data. Basic statistics: correlation, causation, scatter plots, etc. Visualizing information for: citizens, managers, political officials, interest groups, funders, the media, etc. Citizen participation. Improving trust by citizens/stakeholders. E-government. Utilizing social media.

Credits:

3

Description:

Measurement as indicative of opportunities to improve or to share innovations. The role of incentives. Moving to performance-based budgeting and performance-based management. Sharing and consolidating services. Partnerships. Utilizing information resources. Searching for applicable, recognized innovations: web-based searching for best practices and award-winning programs; networking across organizations and borders; accessing professional resources.

Credits:

3

Description:

What types of performance information should be tracked? Basic performance system outline. Identifying and monitoring performance system deficiencies. Reporting for the sake of reporting. Defining and operationalizing objectives. Setting and communicating targets. Creating goals and objectives. Becoming results oriented. Outcome, rather than output, orientations. Key performance indicators (KPIs). Reliability and validity. A logic model perspective. Intended vs. unintended incentives.

Healthcare Concentration

This concentration focuses on preparing nonprofit and public service managers for positions in community healthcare, community advocacy organizations, and government health agencies to manage and lead in a dynamic and changing healthcare environment.

Required Course (3 credits):

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Choose 3 courses from the list below: (9 credits):

Credits:

3

Description:

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

This course prepares students to plan, lead," manage and improve primary care and other ambulatory patient care services (""APC"") toward achieving the ""Triple Aim"" of better population health\"

Prerequisites:

HLTH-701 or HLTH-705

Credits:

3

Description:

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

State and Local Government Concentration

This concentration prepares states and local government managers and officials to function as effective leaders able to respond to the changing climates of government. 

Required Course (3 Credits)

Credits:

3

Description:

This course is built on the premise that state and local government leaders have an obligation to fully develop the human resources, network relationships and physical assets available to them so as to increase the value of their organizations to the public. Through case studies, students will explore the successes and failures of state and local government leaders and their strategies in major policy arenas, such as public safety, health and welfare, education, then environment and economic development. Through readings, students will examine state and local government structures and functions, political culture, and administrative reforms.

Choose 3 courses from the list below (9 credits):

Credits:

3

Description:

Students review the basis for administrative practice. They learn legal interpretation of statutes, regulations, and proposed legislation that impact public administration and public policy.

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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 use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.

Credits:

3

Description:

Participants in this course will examine a variety of innovations that attempt to reap the benefits of diverse engagement by bringing together varied parties to forge new solutions to public service challenges. Across a variety of policy areas, practitioners have developed innovative policies and practices that engage citizens in public problem-solving, giving power to groups made up of citizens and public employees, and holding them accountable for producing and measuring results. Citizens play a critical and increasingly influential role in government decision-making and performance. As a result, leaders must understand the complexity of citizen participation and build skills for effective citizen engagement.

Credits:

3

Description:

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.

Credits:

3

Description:

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

Credits:

3

Description:

Workplace and labor law affects every manager's 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.

Nonprofit Management Concentration

This concentration covers the field of public service with special attention given to the additional intricacies of nonprofit management. 

Required Course (3 credits):

 

Credits:

3

Description:

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.

Choose 3 courses from the list below (9 credits): 

Credits:

3

Description:

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.

Credits:

3

Description:

This course is designed to build financial management skills for students who wish to start or advance nonprofit management careers and for students who are likely to interact with nonprofits, through grants, contracts, or partnerships. The course focuses on the effective allocation of resources to programs which, in turn, have been designed to achieve the strategic goals of a nonprofit organization. From this point of view, financial management is not a disconnected management function, but an integral part of what managers do to fulfill as nonprofit organization's mission. Basic financial management knowledge and skills - including financial analysis, budgeting, full-cost accounting, pricing services, performance measurement, control of operations and financial reporting are taught within the context of the organization's strategic goals.

Credits:

3

Description:

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\"

Credits:

3

Description:

This course provides an in-depth look at today's philanthropic trends, patterns, and best practices in fundraising techniques.

Graduate Certificate in Nonprofit Management

Learn more about this certificate

Curriculum

5 Courses
15 Credits

Program Length
Full-time in as few as 1 semester
Part-time in as few as 2 semesters


Required Courses (9 credits)

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Electives ( 6 credits)

Select two (2) courses from the list below.

Credits:

3.00

Description:

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.

Credits:

3

Description:

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.

Credits:

3.00

Description:

This course is designed to build financial management skills for students who wish to start or advance nonprofit management careers and for students who are likely to interact with nonprofits, through grants, contracts, or partnerships. The course focuses on the effective allocation of resources to programs which, in turn, have been designed to achieve the strategic goals of a nonprofit organization. From this point of view, financial management is not a disconnected management function, but an integral part of what managers do to fulfill as nonprofit organization's mission. Basic financial management knowledge and skills - including financial analysis, budgeting, full-cost accounting, pricing services, performance measurement, control of operations and financial reporting are taught within the context of the organization's strategic goals.

Credits:

3.00

Description:

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.

Credits:

3.00

Description:

This course provides an in-depth look at today's philanthropic trends, patterns, and best practices in fundraising techniques.

Residency Requirement

To be awarded a graduate certificate from the Sawyer Business School, students must successfully complete a minimum of 15 credits, within the Sawyer Business School, as well as meet the individual requirements of a particular program. 

Course Substitution Policy

To substitute a nonprofit management certificate course with an approved elective, a student must have successfully completed equivalent academic coursework at the undergraduate/graduate level in the seven years prior to matriculation ("B" or better). Official transcripts (with English translations, if applicable) must be provided. A maximum of 3 credits of coursework can be substituted.

Candidates who apply within one year of completing their graduate certificate will have applicable courses applied to a Sawyer Business School (SBS) graduate degree program, in the same discipline as the certificate, as long as a grade of "B" or better was earned in the course.

Candidates who apply to a degree program, different from their certificate program’s discipline area or beyond one year, will have coursework evaluated on a case by case basis for relevancy, current degree requirements and current Sawyer Business School waiver and transfer policies.

Graduate Certificate in State and Local Government

Learn more about this certificate


Curriculum

5 Courses
15 Credits

Program Length

Part-time in as few as 2 semesters

Required Courses (15 credits)

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Credits:

3

Description:

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.

Electives (2 courses. 6 credits)

Select two (2) courses from the list below.

Credits:

3.00

Description:

Students review the basis for administrative practice. They learn legal interpretation of statutes, regulations, and proposed legislation that impact public administration and public policy.

Credits:

3.00

Description:

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.

Credits:

3.00

Description:

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.

Credits:

3.00

Description:

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.

Credits:

3.00

Description:

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 use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.

Credits:

3.00

Description:

Participants in this course will examine a variety of innovations that attempt to reap the benefits of diverse engagement by bringing together varied parties to forge new solutions to public service challenges. Across a variety of policy areas, practitioners have developed innovative policies and practices that engage citizens in public problem-solving, giving power to groups made up of citizens and public employees, and holding them accountable for producing and measuring results. Citizens play a critical and increasingly influential role in government decision-making and performance. As a result, leaders must understand the complexity of citizen participation and build skills for effective citizen engagement.

Credits:

3.00

Description:

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.

Credits:

3.00

Description:

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

Credits:

3.00

Description:

Workplace and labor law affects every manager's 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.

Residency Requirement

To be awarded a graduate certificate from the Sawyer Business School, students must successfully complete a minimum of 15 credits, withing the Sawyer Business School, as well as meet the individual requirements of a particular program.

Course Substitution Policy

To substitute a state and local government certificate course with an approved elective, a student must have successfully completed equivalent academic coursework at the undergraduate/graduate level in the seven years prior to matriculation ("B" or better). Official transcripts (with English translations, if applicable) must be provided. A maximum of 3 credits of coursework can be substituted.

Candidates who apply within one year of completing their graduate certificate will have applicable courses applied to a Sawyer Business School (SBS) graduate degree program, in the same discipline as the certificate, as long as a grade of "B" or better was earned in the course.

Candidates who apply to a degree program, different from their certificate program’s discipline area or beyond one year, will have coursework evaluated on a case by case basis for relevancy, current degree requirements and current Sawyer Business School waiver and transfer policies.

Dual Degree with JD

Learn more about this dual degree

The MPA is available as a Dual Degree with the Juris Doctor.

View the MPA/JD Dual Degree Curriculum.

Dual Degree with MAAP

Learn more about this dual degree

The MPA is available as a Dual Degree with the Master of Arts in Applied Politics: 

View the MPA/MAAP Dual Degree Curriculum.

Dual Degree with MAGPP

Learn more about this dual degree

The MPA is available as a Dual Degree with the Master of Arts in Global Public Policy.

View the MPA/MAGPP Dual Degree Curriculum.

Dual Degree with MSCJS

Learn more about this dual degree

The MPA is available as a Dual Degree with the Master of Science in Criminal Justice Studies.

View the MPA/MSCJS Dual Degree Curriculum.

Dual Degree with MSMHC

Learn more about this dual degree

The MPA is available as a Dual Degree with the Master of Science in Mental Health Counseling.

View the MPA/MSMHC Dual Degree Curriculum.

Dual Degree with MSPS

Learn more about this dual degree

The MPA is available as a Dual Degree with the Master of Science in Political Science.

View the MPA/MSPS Dual Degree Curriculum.

Fellowships

Moakley Fellowship

Moakley Fellows' Public Policy and Public Management Internships in Washington, D.C. are in the fine public service tradition of former Massachusetts Congressman and Suffolk alumnus, John Joseph Moakley.

  • The Moakley Fellowship program, jointly cosponsored by the Moakley Center for Public Management and the Institute for Public Service, is open to graduate students matriculating in the MPA or MPA dual degree programs.
  • A graduate student awarded a Moakley Fellow receives a paid 10-week summer internship totaling $5,000 in salary and expenses in a key Washington public policy-making office, beginning in June and ending in August (dates may vary according to placement office).
  • Moakley Fellows participating in the program have worked: in the office of Congressman Stephen Lynch; on Senator Edward Kennedy’s Health Education and Labor (HELP) Committee; at Capitol Associates, a bipartisan health, nonprofit and education government relations firm; and with WolfBlock, a large national lobbying firm.
  • For more information contact Linda Melconian lmelconi@suffolk.edu or Sandy Matava mmatava@suffolk.edu.

The Suffolk University/Commonwealth of Massachusetts Fellowship

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:

  • Occupy a full-time Executive Branch position in an active status, be paid from the AA subsidiary, be classified in a management or professional position or be a Massachusetts State Police Department employee classified as Sergeant or above, and be recommended by the supervisor, appointing authority, and cabinet secretary or division director;
  • Be admitted into the MPA Program;
  • Possess at least four years of professional work experience in federal, state, municipal or county government in a professional position;
  • Possess a strong commitment to continue serving the public interest upon completion of the program;
  • Be willing to sign an agreement to continue serving in Massachusetts State Government in the same or higher position for a minimum of two years following graduation or to repay the salary received while attending the program if one defaults on the agreement.

For more information on the Commonwealth Fellowship contact Deidre Travis Brown (617) 878-9896.

Rapport Institute Summer Fellowship – Public Service Fellowship Program

The Rappaport Public Service Fellowship program, open to graduate students in policy-related fields at Harvard, Suffolk, BU, and MIT, places 12 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 mid-to-late January.

For more information, visit the Rappaport website: http://www.ksg.harvard.edu/rappaport.