Earning the MPA degree from Upper Iowa University

U P P E R I O W A U N I V R S I T Y MPA Newsletter Volume 5, Issue 1 Summer 2014 Introducing a 36 Credit Program Earning the MPA degree from Upper Iowa University has required the successful completion of 42 graduate credits since the program s inception in 2004. That requirement is about to change in Term 1. Extensive changes to our core curriculum will result in a program that requires 36 credits to complete. At the same time, we are strengthening our nonprofit emphasis area by adding courses in the areas of philanthropy, marketing, and managing volunteers. These curriculum revisions reflect our commitment to continuous improvement as we strive to make sure our program is both academically rigorous and practically relevant. We are making this change for several reasons. First, this will bring the MPA program in-line with the other graduate programs offered at UIU. The UIU MBA program requires 36 credits; the Master of Higher Education degree is at 39 credits. The UIU Master of Education is a minimum of 36 credits. Second, as you may remember from previous newsletters, we have a long term plan to earn accreditation through NASPAA (Network of Schools of Public Policy, Affairs and Administration), a national organization that has a long history of establishing standards for graduate education in the field of public administration. NASPAA requires programs accredited programs offer between 36 and 48 graduate credits. Our review of NASPAA accredited online programs revealed that 10 of the 25 accredited online programs (40%) require no more than 36 graduate credits. To achieve the reduction in total credits, we will adjust the core curriculum. Currently, we have 21 credits in the core but are reducing the number to 15 credits. We will accomplish the reduction by eliminating PA529 Public Policy Formulation, Implementation, and Assessment. The content of this course will be introduced in a new core course and reinforced in the emphasis areas. (continued on page 2) Emphasis Area gets New Name and Courses Our nonprofit emphasis area is designed to prepare students to assume an active and productive leadership role in the growing nonprofit sector. We are changing the name of the emphasis so it more accurately describes our focus on the management and administration of nonprofit organizations. The new name is Nonprofit Organizational Management. We want graduates of our program to have the knowledge and skills necessary to develop the organization s capacity to fulfill its mission. There are three areas of capacity that a nonprofit manager can develop. These include: (continued on page 4) Inside this issue: 36 Credit Program 1 Revisions to Nonprofit Emphasis Area 1 Core Competency Assessment 5 Emphasis Area Competencies 6 Graduation 6 MPA Program Goals DEVELOP IN OUR STUDENTS THE ABILITY TO FORM CRITICAL JUDGMENTS THAT SUPPORT DEMOCRATIC VALUES. PREPARE OUR STUDENTS TO ASSUME EFFEC- TIVE LEADERSHIP AND MANAGERIAL POSITIONS IN GOVERNMENT AND NONPROFIT ORGANIZA- TIONS. CREATE A COMMUNITY OF STUDENTS COMMIT- TED TO SERVING THE PUBLIC INTEREST.

36 Credit Program Starting in Term 1 Program Mission The UIU MPA program provides an opportunity for a diverse population of adult learners to develop the analytical, leadership, and managerial skills needed to promote the public interest and strengthen core democratic values through public service in government and nonprofit organizations. University Vision Upper Iowa University will be recognized and respected as an exceptional and ascending institution of higher learning, developing global citizens who become lifelong learners prepared for leadership within society. PA507 Ethics of Public Service will move out of the core to the Government Administration emphasis. Students can take that course to meet the emphasis area requirements or as an elective for the other emphasis areas. These changes in the core curriculum are supported by our assessment data. We have found that our current core curriculum can be strengthened in two areas. First, NASPAA requires that our program demonstrate how we are integrating our program s core values into our curriculum. Our core values are democracy, diversity, and due process. Yet, our assessment data indicates some weakness in how well our students are internalizing these values. Too often, the relationship between public administration, public law (due process), and democratic principles (democracy and diversity) is ignored, superficial, or misunderstood. Traditionally, we have used a managerial/functional approach to introduce the study of public administration. PA510, Public Administration, surveyed major management theories and functional areas of administration including budgeting, organizational design, strategic management, and human resources. Our new approach will frame the theories and functions of public administration within democratic processes and institutions. Practicing public administrators must have a deep understanding and appreciation for how the rule of law keeps government accountable to citizens. It is this connection that helps differentiate public administration from business administration. Therefore, we are replacing PA510 with PA 501 Democracy, Public Administration, and Public Policy in the core curriculum. Our assessment data has also indicated that our students need stronger preparation in the application of data (quantitative and qualitative) in decision-making. Preparing public leaders in the use of the scientific method as a tool for improving managerial decision making, therefore, is a second key reason for the revision of our core curriculum. Specifically, we have made some changes to our research methods sequence. In PA590 Research Seminar, we require students to evaluate a public program administered by a public organization or agency. The PA590 evaluation examines whether organizational policies and procedures are in line with regulatory requirements and best practices and whether they are being followed. Being able to operationalize concepts, develop reliable and valid measures, and interpret the findings is part of the 590 evaluation process. These are skills that will be emphasized in our new research methods sequence and honed as students move through the courses in their emphasis area. To accomplish this change in emphasis, we are replacing PA517 Research Methods in Public Administration and PA542 Applied Methods and Research with two new courses. The first course in the revised sequence, PA 502 Introduction to Program Evaluation, is an introduction to the systematic approach to the planning and design of a program evaluation including the reporting of its results. The following course, PA503 Program Evaluation Implementation and Evaluation, is an application of the principles of program evaluation research design. We are confident the updated research methods sequence will not only help students apply scientific methods to management decisions, but also to better prepare them for the PA590 capstone experience. The above changes complete the process begun last year when we added PA504 Political Economy and Regulatory Policy in Public Administration to the core. The purpose of PA504 is to explore the important interrelationship between our political system and the economic system. Effective public administrators possess the knowledge necessary to understand that relationship and to evaluate the implications, which can be significant and longlasting, on public policy. Page 2 M PA NE WSLET TE R

What does this mean for me? You have a choice to make starting in term 1. One choice is to keep your existing degree plan. No action on your part needs to be taken if you determine not to change your degree plan. For those that do elect to upgrade to the new degree plan, all you need to do is send me an email and formally request to be upgraded. I will prepare a new degree plan and file it with the Registrar s Office. It is that simple. What may not be so simple is determining whether it is in your best interest to upgrade to the new degree plan. Here are some guidelines you can use to evaluate your situation. I would recommend upgrading if: 1. You are currently taking foundation courses; 2. You have not yet success fully completed one, two, or all three of the first three courses (PA510, PA517, or PA542) in the program; 3. You have yet to take PA 507 and/or PA529; or 4. You have two electives available in the emphasis area. For students who are currently in the program, your cumulative GPA is a factor to consider before electing to upgrade. A cumulative GPA of 3.0 or higher is required to graduate from the program. Students who do not meet this requirement may need to repeat some courses. If you might need to retake PA510, PA517, or PA542 to meet the cumulative GPA graduation requirement., then you should not upgrade to the new program. PA529 will not be offered after Term 1. Only students who are not going to upgrade to the new degree plan should take PA529 in term 1. Comparison of Current and New Core Curriculum Even if you have completed PA510, PA517, and PA542 (one, two or all three) you can still upgrade to the new program. PA510, PA517, and PA542 would substitute for PA501, PA502, and PA503 respectively. PA510 and PA517 will not be offered after term 6. PA542 will be offered for the last time in term 1. In addition, please note that it is our plan is to stop offering PA529 Public Policy formulation, Implementation, and Assessment after term 1. If you need PA529 and are not switching to the new degree plan, please be sure to sign up early in term 1. I ask you not to take PA529 in term 1 if you are switching to the new degree plan. If you are not sure, contact me and we can discuss your situation in more detail. If you decide to continue with your existing program of study, note that PA507 Ethics of Public Service will continue to be offered but now as part of the Government Administration emphasis area. Students in the Government Administration emphasis area can use PA507 to meet the emphasis area course requirements. All other students can take PA507 as an elective. The course will be offered twice in 2014-2015 (terms 2 and 6). It will be offered in term 6 only starting in 2015. Course (Current) Credit Course (Effective Term 1) Credit PA 510 Public Administration 3 PA501 Democracy, Public Administration, and Public Policy 3 PA 517 Research Methods in PA 3 PA 502 Introduction to Program Evaluation 3 PA 542 Applied Methods and Research 3 PA503 Program Evaluation Implementation and Evaluation 3 PA 507 Ethics of Public Service 3 PA504 Political Economy and Regulatory Policy in Public Administration 3 PA 504 Political Economy of Regulatory Policy for Public Administrators 3 PA513 Government and Nonprofit Budgeting Systems 3 PA 513 Government Budgeting Systems 3 PA529 Public Policy Formulation, Implementation, and Assessment 3 Total 21 15 V OLU ME 5, ISS UE 1 Page 3

Nonprofit Organizational Management 1. Strategic Capacity ability to develop and leverage the strategic resources of the organization in support of the organization s mission. 2. Leadership Capacity ability to unify stakeholders in support of the organization s mission. 3. Administrative Capacity develop all of the organization s resources so it can efficiently and effectively carry out its programs. Effective managers in the nonprofit sector will need to be able to think strategically when it comes to market identification, goal setting, and securing and using scarce resources. As a leader, the manager will need skills in boundary spanning, motivation, negotiation, and collaboration. They also must maintain fidelity to the organization s mission. After reviewing our curriculum, we felt we were weak in the areas of fundraising, management of volunteers, and marketing. Our benchmarking of NASPAA accredited MPA programs that offered nonprofit related coursework revealed that many programs offer courses in the management of volunteers and in fundraising. A course in marketing and advocacy is less common. However, we feel a course in this area would allow us to focus more attention on the importance of communicating with diverse stakeholders which is one of our core competencies. The three new courses include: A. PA541 Nonprofit Philanthropy and Fundraising: Students examine the ideal of philanthropy and sources of revenue for nonprofit organizations. B. PA546 Nonprofit marketing and public affairs advocacy: Introduction to the theories of advocacy in democratic processes including the ethical, legal, and regulatory issues surrounding its practice. C. PA547: Volunteer Recruitment and management: A critical examination of how nonprofit organizations must compete for volunteers, in an increasingly competitive market. We are revising two courses: A. PA515 Grant Writing and Contract Management adding contract management, which is an increasingly important skill for managers in the public and nonprofit sectors. B. PA567 Board Governance and Strategic Management The current course fails to adequately integrate board governance into the strategic management of organizations. Finally, two courses are being deleted from the program and will not be offered in 2014/2015. Contact your advisor if you for alternative options. The two courses being deleted are: A. PA540 Information Systems and Public Management: Our plan is to create a new course in egovernment possibly as early as 2014/2015. It will be located in the public management or government administration emphasis areas. (continued from page 5) Review of Current and New Courses in the Nonprofit Emphasis Nonprofit Organizations (current) Credit Nonprofit Organizational Management (proposed) Credit PA551 Introduction to Nonprofit Governance 3 PA515 Grant Writing and Contract Management 3 PA568 Government and Nonprofit Financial Management 3 PA541 Nonprofit Philanthropy and Fundraising 3 PA515 Grant Writing and Administration 3 PA546 Nonprofit marketing and public affairs advocacy 3 PA567 Strategic Management for Public and Nonprofit Organizations 3 PA547 Volunteer Recruitment and management 3 PA540 Information Systems and Public Management 3 PA567 Board Governance and Strategic Management 3 Elective 3 PA568 Government and Nonprofit Financial Management 3 Total 18 Total 18 Page 4 M PA NE WSLET TE R

Two More Core Competencies Assessed NASPAA core competency To articulate and apply a public service perspective was assessed in term 4. A total of 75 students were enrolled in MPA graduate courses. This number does not include students enrolled in the research methods sequence (PA517 and PA542) as the assignments in those courses were not compatible with our rubric. We assessed 45 students (60%) enrolled in both core and emphasis area courses. Each faculty member identified an assignment to be assessed and applied the rubric, determined the score, and returned the completed assessment to the program chair. We employed a 3 point rating scale for each element in the rubric. There was a total of 27 possible points. The average assessment score was 21.422 or 79.34%. As a faculty, we have established 70% as the minimum score we would like to achieve. It is apparent from the results that we have exceeded our goal. However, public service is the heart and soul of public administration. Our program will continue to look for ways to help students internalize this competency. In term 3 of the 2014 academic year, we assessed the NASPAA competency To participate in and contribute to the public policy process. A total of 68 students were enrolled in MPA graduate courses. This number does not include students enrolled in the research methods sequence (PA517 and PA542) as the assignments in those courses were not compatible with our rubric. We assessed 59 students enrolled in both core and emphasis area courses (86.76%). The average score was 21.102 out of a total of 33 points (63.95%). It is apparent from the To participate in and contribute to the public policy process assessment that we have some challenges. Our plan is to assess the last core competency, To lead and manage in public governance in term 3 of the 2014 academic year. We also plan to begin assessing the emphasis area competencies in term 4. A complete report for both assessments, and for all assessments to-date, can be found on our webpage at www.uiu.edu/mpacurrentstudents. Forward your questions, comments, or concerns to Dr. Jerry Poppe at 414.475.3382 or poppeg@uiu.edu. Nonprofit Organizational Management (continued) Program Core Competencies 1. To analyze, synthesize, think critically, solve problems and make decisions 2.To lead and manage in public governance 3. To communicate and interact productively with a diverse and changing workforce and citizenry 4. To participate in and contribute to the public policy process 5. To articulate and apply a public service perspective 1. Democracy 2. Diversity 3. Due Process Program Values B. PA551 Introduction to Nonprofit Governance The subject matter included in this course is being covered in other courses within in the emphasis area. Even with the revisions, the emphasis area remains 18 credits. Students in this emphasis area will choose at least four courses (12 credits) from those listed. Two courses (6 credits) can come from the remaining two courses on the list or from any other emphasis area in the program. For example, Student A decides to take PA515 Grant Writing and Contract Management, PA541 Nonprofit Philanthropy and Fundraising, PA547 Volunteer Recruitment and management, and PA568 Government and Nonprofit Financial Management as four of her emphasis area courses. This gives her 12 credits. To complete her emphasis area requirement, she can do any of the following: 1. Take PA546 Nonprofit marketing and public affairs advocacy and PA567 Board Governance and Strategic Management; 2. Take either PA546 Nonprofit marketing and public affairs advocacy or PA567 Board Governance and Strategic Management and a course from another emphasis area in the MPA or any other regionally accredited graduate program; 3. Take two courses from another emphasis in the MPA program or any other regionally accredited graduate program. (Note: Be sure to get the approval of the MPA Program Chair before taking graduate courses outside of UIU.) The changes to the Nonprofit Organizational Management emphasis area take effect in term 1. Contact Dr. Jerry Poppe at 414.475.3382 or poppeg@uiu.edu if you have specific questions or need additional information. The 2014 MPA Course Rotation can be found at www.uiu.edu/currentmpatstudents (look in the current student tab) V OLU ME 5, ISS UE 1 Page 5

2013/2014 MPA Graduates 2014 UIU Commencement at Fayette Please join me in congratulating this years graduates! Graduating with your MPA degree represents a significant milestone. The MPA faculty salutes you and wishes you continued success in all that you do. Jeremy Craft Public Personnel Mgt Mandi Dewitte Health and Human Services Alison Gaiovnik Emergency Mgt/Homeland Security Stephan Gardner Emergency Mgt/Homeland Security Stephanie Geiss Health and Human Services Jody Hatfield Health and Human Services James Hill Public Personnel Mat Mary Isenhower General Studies Kimberly Jackson Nonprofit Organizations Michael Littwin Health and Human Services Tania McAndrew Heatlh and Human Services J. Christopher Miline Public Personnel Mgt Elena Nieves General Studies Marlon Pernell Public Personnel Mgt Sonya Powell Health and Human Services Alisa Pritchard General Studies Jaibre Spargur Public Personnel Mgt Stephanie Taylor Public Personnel Mgt Graduating Soon? (a) Submit your PA 590 application so you can registration approval. (b) Send your graduation application to the Registrar s Office. Emphasis Area Competencies Emergency Management and Homeland Security: To analyze and apply Presidential Policy Directive 8 (PPD-8) principles to emergency management and homeland security policy: Students will use emergency management and homeland security theories, ideas, and concepts to guide their decision-making in an effort to create a secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk (FEMA, n.d.). Government Administration: To analyze, develop, and utilize government capacity: Capacity refers to the ability of people and institutions to do what is required of them (Newland, 1981). Honadle (1981) provides some clarification by identifying specific activities an organization must be master in order to fully develop its capacity. These activities include becoming a proactive organization that can identify where it is going, attract the resources necessary to get there, leverage its resources to maximum effect, and be adaptable in a changing environment. Health and Human Services: To demonstrate a knowledge and understanding of continuous quality improvement in healthcare organizations: We understand a commitment to continuous quality improvement is demonstrated by healthcare managers who master the give competencies identified by Stefl (2008). These competencies include: A. Communication skills: Ability to effectively communicate with internal and external stakeholders in a way to keeps them informed and facilitates the creation and maintenance of productive relationships. B. Leadership: Provide strategic direction in support of the organization s mission C. Professionalism: Act in an ethical manner D. Knowledge: Understand the economic, legal, political, and technological trends that are affecting the industry E. Administrative acumen: Apply the tools of economics, finance, and continuous quality improvement to the management of healthcare organizations. Nonprofit Organizational Management: To provide effective nonprofit organizational leadership through the development and responsible use of financial and human resources from the government and private sectors in compliance with local, state, federal regulations and laws.