Designed to help students think critically about social equity as the fourth pillar of public administration. Covering the origins of social equity as a concept in public administration. The course will also examine how social equity has been operationalized in practice, including how organizations create more equitable workplaces and communities and barriers to achieving social equity. Lastly, students will explore their roles and responsibilities to build a more just society as future public sector leaders.

This course acquaints students with the concept of productivity, its importance in the public sector, principal techniques used to improve productivity in local government, and barriers to productivity improvement initiatives.

This course explores the nature of city or county manager’s job: expectations of elected body, staff, public and professional peers. It examines contemporary issues in departmental operations that have significant effect on how manager’s performance is perceived.

This course teaches the principles of accounting and financial reporting in governmental and nonprofit environments. It provides skills for analyzing the financial condition of governments and the efficiency and effectiveness of governmental programs.

This course addresses current trends affecting the management of service delivery in local governments of all sizes. Case examples and guest practitioners offer glimpses into real world challenges and solutions.

This course explores alternative approaches to planning and administering the budgets and financial operations of public agencies. It involves extensive use of case materials.

This course introduces students to how local officials measure the inputs, outputs, and outcomes of service delivery and how they use these performance data for making management and policy decisions. It explores the use of other types of data to information decision making, including content analysis, benchmarking, financial condition analysis, and benefit-cost analysis.