By Dr. Obed Pasha
PUBA 709 is often one of the first courses students take when they join the MPA program at UNC. Dr. Pasha decided to take us on a tour of 709 – a deep dive into how UNC MPA faculty members develop and teach the course and it’s importance in preparing public service leaders.
Theory Primer Approach to Teach Foundations of Public Administration
Defining the “foundations” of Public Administration (PA) is challenging due to the varying interpretations among PA scholars of what that concept means. In this blog, we outline the different approaches and why a ‘primer’ approach has the greatest appeal for the UNC SOG (School of Government) MPA (Master of Public Administration) program.
The Traditional Approach
Some MPA programs take a classical approach and teach Foundations of PA around historical figures like President Woodrow Wilson and political economist Max Weber, who both wrote about the public sector having a distinct approach to management, administration, and bureaucracy. The benefit of this approach is the same as you would find with many things that are ‘traditional’ – it is well known, accepted by a long string of academics, based on thoughts going way back (Weber became a professor in 1896). The downside is that the reality of modern public management is much less ‘bureaucratic’ and hierarchical than it was during the times these theories and concepts were put forward.
The Topic Area Approach
Another approach to teaching this course is to an eclectic mix of topics such as leadership, human resources, and budgeting – subject areas that students will encounter in required courses during their MPA studies. This approach prepares students at the beginning of their studies for the more in-depth topic area-specific courses they will encounter in more advanced classes. On the flip-side, however, while there is merit in teaching the foundations course this way, it may also be a missed opportunity to engage students more deeply in conversations about the validity and reliability of the public administration theory literature. There is only so much class time, and can we introduce topic areas sufficiently to make this a worthwhile exercise?
The Theory Primer Approach
The School of Government built Foundations of Public Administration course based on a third approach – a Theory Primer. This approach introduces students to a host of essential public administration theories needed for a deep understanding of public administration. There are several benefits of this approach:
The Challenge
The main challenge with the theory primer approach to teaching Foundations of PA is to integrate theory into a practice-based program. The MPA degree is designed to prepare public service practitioners who apply their knowledge and skills to enhance governance (as stated in our Mission Statement). Consequently, convincing students to commence their MPA journey by learning about public service theories and ideas, rather than acquiring applied practical skills, can be challenging. For example, discussions around public service ethics may appear overly broad and philosophical, while those on Incrementalism and the Garbage Can model may seem irrelevant and unnecessary
The Solution
To bridge the theory-practice gap and underscore the importance of theory in becoming a more effective practitioner, we employed the following four strategies:
In discussing theories, students learn that individual theoretical models are often insufficient to fully understand complex practical phenomena. Once applied in practice, the models work together or in some places in opposition to each other. Nevertheless, they provide invaluable insights to astute practitioners in better understanding these phenomena and searching for their solutions, and cross-cutting theoretical models.
As my summer Professional Work Experience (PWE) with the North Carolina Community Colleges Foundation (NCCCF) comes to a close, I’ve had the chance to reflect on just how transformative this experience has been. What started as a research project has grown into something much larger, and even more rewarding, than I anticipated. In my final weeks, I had the opportunity to present my earned income research and recommendations to the Foundation’s Board of Directors. The presentation went incredibly well, and I’m proud to share that the Board decided to move forward with my top recommendation: establishing an earned income committee. They’re now actively exploring several of the strategies I proposed, including launching an e-procurement site, developing an employer-of-record service, and leasing donated property. Knowing that my work will help shape the Foundation’s strategic direction is one of the most meaningful outcomes of my MPA journey so far.
In addition to the earned income project, I had the chance to support the Foundation on several other key initiatives. I drafted a planned giving strategy document to help NCCCF begin offering planned giving opportunities to donors, laying the groundwork for increased donor engagement and long-term sustainability. I also completed Bloomerang Customer Relationship Management (CRM) training and developed a step-by-step implementation plan to guide the Foundation’s use of this tool in tracking donors, donations, and stewardship efforts. These experiences sharpened both my technical skills and my understanding of how back-end infrastructure supports a strong advancement program.
Beyond strategy and systems, I supported several administrative and operational tasks—from collecting board member signatures for the annual Conflict of Interest disclosure to helping update the website, planning for the Foundation’s annual board retreat, and organizing sponsorship materials for an upcoming conference. Each project helped me see a different piece of what it takes to run an effective, mission-driven organization.
One of the best parts? I’m not saying goodbye just yet! I’ll be staying on with NCCCF in the coming months to continue managing their solicitation licenses across all 50 states and serve as an advisor to the new earned income committee. This continuation feels like the perfect bridge between my summer experience and what’s next—both academically and professionally. I’m returning to UNC this fall with a deeper understanding of nonprofit advancement, a stronger set of technical and strategic skills, and a clearer vision for what a future in nonprofit leadership might look like. I’m especially excited to take what I’ve learned into the classroom, connect it with theory, and continue building a career rooted in mission, strategy, and impact.
This post was written by current student Ryan Ledbetter.
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As my summer internship with the Stanly County Economic Development Commission comes to a close, I’ve had some time to reflect on everything I learned, experienced, and contributed over the past few months. Going into this internship, I was eager to see how local governments support economic growth and attract new investment. What I found was a fast-paced, relationship-driven field that blends strategic planning, marketing, data analysis, and collaboration across both the public and private sectors.
Throughout the summer, I had the opportunity to support a variety of initiatives. One of my primary responsibilities was helping the EDC create and maintain a master list of available sites and buildings in the county. This involved communicating with property owners, utility providers, and local officials to gather detailed information on zoning, infrastructure, and site conditions. It was a hands-on way to learn about the site selection process and the types of questions that prospective businesses often ask when considering a new location.
I also assisted in reviewing responses to Requests for Information (RFIs) from site selectors and state-level partners. Analyzing which sites might be a good fit for a given project helped me better understand how economic developers match local assets to the needs of companies. These RFIs often came with tight deadlines, and it became clear how important responsiveness and organization are in this field.
Toward the end of my internship, I worked on a project highlighting local manufacturers through a series of short feature articles for the EDC website. As part of this effort, I visited several facilities across the county, interviewed company leaders, and wrote about their operations, growth, and connections to the community. While writing is something I enjoy, this project pushed me to think about storytelling through an economic development lens.
This fall, I’ll be taking the Managing Economic Development course as part of the MPA program. I’m excited to bring the practical knowledge I gained this summer into the classroom. Having seen how local economic development operates on the ground, I expect to engage with the course material in a much deeper way. I am certain concepts like business recruitment, public-private partnerships, and incentive policy will now feel more grounded in reality rather than just theory.
Although I’m still deciding whether I want to pursue a career specifically in economic development, this internship confirmed that I want to work in a field where I can help communities grow and thrive. The skills I developed in research, stakeholder engagement, communication, and policy analysis are all transferable to a wide range of roles in local government.
I’m grateful to the Stanly County EDC for welcoming me to their team and giving me a meaningful role in their work. And I’m thankful to the UNC MPA program for encouraging hands-on learning opportunities like this one. I’m walking away from this summer with new insights, new skills, and a better understanding of the kind of public servant I hope to become.
This post was written by current student Tyler Holden who is currently finishing up his Professional Work Experience with the Hillsborough Police Department.
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As a Master of Public Administration (MPA) student, I entered my internship with the Hillsborough Police Department eager to see how public service plays out beyond the classroom. I was especially curious about how policies and procedures are implemented in real-time. Not just on paper, but in the context of real neighborhoods and real people. That curiosity reached a new level during my ride-along with patrol officers.
From the moment I stepped into the patrol car, I realized this experience would add a powerful, human dimension to my education. Hillsborough may be a small town, but the challenges officers face daily reflect broader trends in law enforcement nationwide: building community trust, responding to mental health crises, managing limited resources, and navigating the evolving demands of public service.
During my ride-along, I shadowed officers as they responded to a range of calls—from a minor traffic incident to serving a warrant following a domestic disturbance. I observed how each situation was approached with professionalism, empathy, and a deliberate focus on de-escalation and service. It was clear that enforcing the law is only part of the job; officers were constantly problem-solving in real time, often with limited information and under emotionally charged conditions.
One moment that stuck with me was when officers spent time with an individual in crisis, patiently listening and helping connect them with local support services. It was a powerful reminder that policing isn’t just about enforcement. It’s also about showing up when no one else can and helping people access the resources they need.
What impressed me most was the depth of community knowledge the officers possessed. They knew residents by name, understood the nuances of different neighborhoods, and demonstrated a genuine investment in the well-being of the town. More than just public servants, these officers were neighbors, mentors, and trusted figures within the community.
In the classroom at UNC, I’ve studied how organizations function and how policy is developed. But seeing a team practice community-based policing in the real world gave me a richer, more grounded perspective. My ride-along experience helped me appreciate how public administration shapes policies that promote both safety and justice—and how vital empathy, patience, and clear communication are in delivering public service effectively.
As I continue my MPA journey, I carry with me a deeper respect for first responders and a clearer sense of how future public leaders like myself can support their mission.
This blog post was written by current student Lilly Parker.
In my first blog post, I shared how excited I was to kick off my summer Professional Work Experience (PWE) with the North Carolina Community Colleges Foundation (NCCCF) and begin work on a research project focused on nonprofit earned income strategies. I’m happy to report that this project has taken off in exciting ways! I’ve had the opportunity to interview executive directors from community college foundations across the state and country, including the Foundation for California Community Colleges—a true leader in this space. They generously shared how they’ve created innovative, mission-aligned earned income streams that are both sustainable and strategic. Drawing on these conversations, along with a literature review and analysis of public financial data, I wrote a final report and developed a presentation that I’ll deliver to the NCCCF Board of Directors next week. I can’t wait to share my recommendations and contribute to NCCCF’s long-term revenue strategy.
While that has been the centerpiece of my summer, I’ve also taken on a variety of projects that are helping me understand advancement from multiple angles. In my last post, I mentioned drafting a gift acceptance policy. Since then, I’ve built on that work by drafting a gift acknowledgement policy, which outlines how donors should be thanked within the first week of giving—tailored by gift size and type—and a stewardship plan, which maps out how NCCCF will build long-term relationships with donors after the initial gift. As someone who used to think of advancement primarily in terms of finding donors and securing funds, this deeper dive into donor engagement strategy has been eye-opening. Stewardship is not just a follow-up, it’s the foundation for meaningful, lasting support.
Legal compliance has also remained a key part of my role. I’ve continued leading the Foundation’s effort to secure solicitation licenses across all 50 states. This work ensures NCCCF is legally able to fundraise as it prepares to launch a national campaign to expand support for North Carolina’s 58 community colleges. It’s been rewarding to contribute to something so foundational, especially knowing that this step clears the way for new funding partnerships across the country.
Beyond policy and compliance, I’ve had the chance to work on a few internal infrastructure projects that will support strategic decision-making and timely operations. I created a conference and awards tracker to help the advancement team and NC Community College System Office staff decide which events to attend based on alignment with fundable priorities. I also built a centralized grant contract database, pulling key information from existing agreements—like payment schedules, reporting deadlines, and program contacts—so that staff can easily access critical details all in one place.
One of the most energizing moments of the summer so far was attending NCCCF’s June board meeting in Raleigh. Board members traveled from across the state to engage in dynamic conversations about the Foundation’s future, the launch of the national campaign, and the evolution of its advancement work. Sitting in the room, hearing how my work fits into the broader vision of accessible education, increased student support, and workforce development, made everything I’ve done this summer feel even more meaningful. I’m looking forward to sharing my presentation next week and continuing to learn from the smart, strategic, and passionate people leading this important work.
Meet Carlos Morales, a 2nd year student in the UNC MPA program.
I grew up in Columbia, SC, and originally went to school for audio engineering, spending time in Nashville, TN, and Atlanta, GA, working in the music industry. During that time, I also cooked in commercial kitchens and began connecting with our food system through a culinary lens. My passion for community and food eventually outpaced my love for music, leading me to Washington state, where I worked as a food educator and had the opportunity to farm. There, I learned regenerative practices that focus on building a relationship with the land you tend. These practices take a holistic, systems-thinking approach — stacking functions and expanding networks to identify key players and strategies that create resilience within both food systems and the communities they serve.
Teaching others how to grow food and leading cooking classes for everyone from pre-K students to senior citizens helped guide me toward pursuing an MPA. I’ve had the privilege of working alongside several nonprofits in Washington and have seen the far-reaching impact they can have. At the same time, I became more aware of the barriers to access — and how policy can be used as a tool to reimagine and create new opportunities for both community members and the organizations that serve them.
Earning an MPA from the UNC School of Government is preparing me to better serve North Carolinians across the state. It has provided me with tools to understand our structures of governance and to navigate them to find solutions to issues as they emerge in our food system and environment. Being a graduate of this program will help me become a stronger partner, facilitator, policymaker, bureaucrat, and community member — all with a focus on building resilient systems that reflect the diverse needs of residents from the mountains to the coast.
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This summer, I’ve had the honor of serving the North Carolina Department of Environmental Quality (DEQ) with the Organics Recycling team in the Division of Environmental Assistance and Customer Service, as part of my Professional Work Experience (PWE) for the MPA program. I’ve seen firsthand the impact of their work in advancing much-needed waste diversion in the state — reducing landfill use while offering technical assistance and grant funding to support the growth of composting infrastructure. I’ve especially appreciated how the team uses creative, systems-level thinking to center economic development by reinforcing a circular economy. This approach reduces the consumption of new materials by creating pathways to produce and purchase recycled or reused materials right here in North Carolina.
So far in my role at DEQ, I’ve had the opportunity to:
• Strengthen the agency’s compost facility database
• Update and analyze data from annual reports to help identify infrastructure gaps across the state
• Collect, organize, and visualize tonnage data to support a Pay-As-You-Throw (PAYT) rate study
• Research food waste depackaging technologies to inform permitting and regulation as this part of the market continues to grow
These are just a few of the projects I’ve been proud to support — and it’s been a true honor to contribute to such essential public service for our state and environment.
This post was written by current student Tyler Holden.
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At its foundation, government exists to uphold justice and protect the public. The rule of law is essential to a functioning civil society, and upholding it is a responsibility carried out by the brave men and women of our police departments. Tasked with promoting public safety and enforcing state laws and local ordinances, police officers strive to serve as both peacemakers and guardians. To fulfill these responsibilities in a professional, consistent, and transparent manner, departments rely on a framework known as accreditation.
Before beginning my internship with the Hillsborough Police Department, I knew little about the concept of police accreditation—let alone the process itself. Over the course of ten weeks, I developed a deeper understanding of both its significance and how it functions in practice.
Accreditation offers a blueprint for aligning departmental policies with best practices in law enforcement. Public service organizations such as the North Carolina Law Enforcement Accreditation (NCLEA) program and the North Carolina League of Municipalities (NCLM) Law Enforcement Risk Review establish comprehensive standards that help agencies modernize procedures, increase accountability, and improve effectiveness. A core part of the accreditation process involves mapping these external standards to the department’s internal policies. I was tasked with reviewing these standards, identifying where our policies already met them, and recommending revisions where improvements were needed. In total, I reviewed more than 87 departmental policies as part of this effort, each requiring careful attention to detail to ensure alignment with accreditation standards.
At the Hillsborough Police Department, policies are maintained in PowerDMS, a document management system that enables staff to easily access, sign, and reference policies. A major focus of my internship was updating and reorganizing these policies within PowerDMS—archiving outdated documents, consolidating overlapping content, and streamlining language to improve clarity and usability. To make policies more accessible, we reorganized them into three main sections: Administration (100s), Operations (200s), and Investigations (300s). This restructuring required renumbering policies and updating all internal references to reflect the new system. What initially seemed like a straightforward task revealed the complexity of policy integration, as numerous references to old policy numbers were embedded in unexpected places. This experience highlighted how deeply interwoven and dependent these policies are—and how essential well-organized, clearly linked policies are to guiding and supporting an effective organization.
Leading these updates deepened my understanding of how policy and accreditation intersect to support law enforcement effectiveness. By the end of my internship, I had not only gained practical experience in law enforcement policy and accreditation, but also developed a broader appreciation for the systems that underpin effective policing. Most importantly, I saw how well-crafted, consistently applied policies serve the greater mission of policing: upholding the rule of law, advancing justice, and protecting the public.
This post was written by current student Ryan Ledbetter.
As I reach the midway point of my PWE with the Stanly County Economic Development Commission (EDC), I wanted to take a moment to reflect on some of the work I’ve been involved in so far. The most significant project I have been involved in up to this point has been the creation of a comprehensive master list of all available sites and buildings the EDC is actively marketing for development in Stanly County. Each entry includes key information that supports the EDC’s responses to Requests for Information (RFIs) from companies exploring potential locations.
Since the Stanly County EDC is just a two-person team when I am not here, the economic development coordinator spends a considerable amount of time gathering this information. The purpose of the master list is to make that process more efficient, helping reduce response times for RFIs and allowing the team to focus more on other efforts such as marketing and outreach.
When I first began this project, I assumed gathering the necessary information would be simple and straightforward. I quickly discovered otherwise. Collecting complete and accurate data meant reaching out to a wide range of contacts, including property owners, municipal utilities directors, electric providers, planning departments, and even town managers. Some responded promptly, others provided partial information, and a few did not respond at all. In some cases, especially with utility providers, I found that key personnel had recently left their positions, which required additional steps to identify the right contact person.
Although my initial expectations had to be adjusted, this turned out to be an excellent project for someone like me with limited prior experience in economic development. It gave me a clear view of the field, including the variety of stakeholders involved, what companies prioritize when evaluating sites and buildings, and the communication strategies needed to gather information from different organizations.
I’m pleased to share that the master list is now complete with all essential information. Last week, I presented an overview of the project and a summary of currently available sites and buildings at the EDC Board’s monthly meeting. For the rest of my PWE, I will continue to update the list as new properties become available. I will also begin working on content for the “Success in Stanly” marketing campaign that the EDC plans to launch later this year. This will involve visiting local businesses, writing blog posts about them and their work, and developing social media content the EDC can post on their various accounts throughout the year.
This post is written by current student Tyler Holden.
Tyler Holden is a current student in the online format. Originally from Winston-Salem, North Carolina, Holden completed his undergraduate degree in Political Science from UNC Greensboro. As a former Americorps Lead for North Carolina Fellow, he is pursuing his interests in local government and is currently employed with the Town of Hillsborough and completing his Professional Work Experience with the Hillsborough Police Department.
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Every year, the North Carolina League of Municipalities hosts a dynamic driver training program designed to sharpen the decision-making and driving skills of police officers across the state. Known as the “Slower is Faster” Driver Training, this hands-on experience, led by instructors skilled in the art of autocross, emphasizes precision, awareness, and thoughtful response under pressure — vital qualities for any first responder.
During the first week of my internship with the Hillsborough Police Department, I had the extraordinary opportunity to participate in this training event, held at the Winston-Salem Fairgrounds. As someone aspiring to a career in public service, this experience proved to be far more than a driving exercise — it offered deep, transferable lessons in leadership, strategy, and decision-making in government.
As part of the event, my group organized a portion of the driving course. Using road signs, inflatable deer, traffic cones, and even a remote-controlled car topped with a stuffed dog (meant to simulate a pet darting into traffic), we created a series of unpredictable obstacles. We regularly changed their positions to simulate real-world driving scenarios that officers might encounter on duty.
The objective wasn’t speed, but rather disciplined decision-making. It was about teaching officers how to remain composed, think critically, and respond appropriately in high-pressure situations.
As I observed dozens of officers navigating the course, I began noticing distinct trends. Those who accelerated too quickly on the straightaways often misjudged tight turns, leading to close calls or collisions with cones. In contrast, officers who paced themselves, slowing down strategically to assess and adapt to the layout ahead completed the course more efficiently and with greater accuracy. Just as the name of the training entails, slower really was faster. A classic case of the tortoise and the hare.
The takeaway? Rushing ahead without gauging what lies down the road often leads to errors or setbacks. But those who take the time to evaluate the landscape, anticipate obstacles, and adjust their approach accordingly tend to reach their goals more effectively.
It’s a lesson that extends far beyond the driver’s seat.
The principles behind “Slower is Faster” apply directly to leadership in local government. Just like navigating a challenging driving course, managing a municipality requires anticipating long-term needs, understanding the terrain ahead, and making deliberate, informed decisions.
Whether you’re crafting policy, managing public budgets, or planning community development, effective leadership is not always about rapid responses. It’s about thoughtful planning, steady execution, and knowing when to pause, reassess, and adapt — especially when the stakes are high.
Perhaps the most exciting moment of the training came when I had the chance to ride along with a Hillsborough Police Department officer through the full course. As we weaved through a simulated pursuit scenario complete with autocross instructors playing suspects in other vehicles, I experienced firsthand the mental and physical demands officers face when responding to emergencies.
The adrenaline, the focus, the constant decision-making — it all underscored the importance of preparation and training. It also reinforced the broader lesson: calm, measured responses are often the most effective, even in fast-paced or high-stakes environments.
Participating in the “Slower is Faster” Driver Training is a key highlight of my internship experience. It offered me not only a behind-the-scenes look at how law enforcement officers hone their skills, but also an enduring perspective on leadership, both in public safety and in public service.
As I look forward to a career in local government, I’ll carry with me the lesson that taking the time to observe, think, and plan is the best way to lead with purpose, precision, and impact.
This post was written by 2nd year student Ryan Ledbetter.
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My name is Ryan Ledbetter, and I am a Master of Public Administration (MPA) student at the UNC School of Government. I’m originally from Harrisburg, North Carolina, a town just outside Charlotte and right next to the Charlotte Motor Speedway. I have always been interested in government, although I didn’t initially plan to pursue an MPA. After graduating from NC State University with degrees in political science and history, I took a job in project management at a technology company. While the role offered valuable experience, it didn’t align with my interests or feel particularly fulfilling. Luckily, a few months into that position I came across a fellowship hosted by the UNC School of Government called LEAD for NC. The LEAD for NC fellowship places recent college graduates in local governments across the state to strengthen public institutions and help develop the next generation of public service leaders. I was placed with the Town of Spencer, just outside of Salisbury, where I worked on several meaningful projects, including designing and administering a school safety and support grant program, developing town policies, and gaining hands-on experience in local government operations. This was a great experience and it played a key role in shaping my decision to pursue a career in public service at the local level.
That experience ultimately led me to pursue my MPA at UNC, especially given that the School of Government is one of the top programs in the country for local government administration. I hope to use this degree to build a career in local government, with the goal of eventually serving in a city or county management role. An integral part of the UNC MPA program is the Professional Work Experience (PWE), which takes place between the first and second year. For my PWE, I am interning with the Stanly County Economic Development Commission (EDC). The EDC is responsible for promoting economic growth and job creation throughout Stanly County. It works to attract new businesses, support the expansion of existing industries, and enhance the county’s overall business climate. Through partnerships with local governments, educational institutions, and private industry, the EDC provides support for site selection, workforce development, and access to both local and state incentives.
As part of my internship, I will be developing a master list of the properties the EDC markets for economic development and working with county businesses and municipalities to create a recommended social media content plan for the next year as part of a broader marketing campaign. In addition to my work with the EDC, I will also get the chance to observe the budget process by shadowing the county manager and commissioners through attending budget workshop meetings. This opportunity is especially exciting because it allows me to gain experience in county-level administration while exploring the field of economic development for the first time.