Leadership as taught and demonstrated in the military and how it translates to leadership in public service, including the interrelationship of the military and other public service and the transition of veterans to civilian leadership roles.

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.

The primary goal of this course is to build students’ knowledge of cybersecurity concepts, understanding of the threat landscape, overview of cyber liability insurance, principles of good cyber hygiene, and incident response strategies. Students may not take this course if they have previously or are currently taking PUBA 778: Strategic IT Management.

PUBA 767 will look at the relationship between Government, Nonprofit, and Private sector organizations through collaboration theory and a system thinking framework that allows for a deeper look at what influences how these networks of relationships work, to challenge how we think it works, and bring awareness and understanding to develop the public service leadership skills and strategies needed for effective community level collaboration.

This course is designed to help students develop a deep understanding of concepts, techniques and theories of nonprofit fundraising. After an introduction to philanthropy, students will utilize tools and resources for fundraising and analyze and evaluate fundraising methods. This course is applied meaning it is important to have a relationship with a nonprofit organization where you can access current fundraising collateral and apply principles of fundraising to the improvement of fundraising methods/products.

In this course we will examine theories and concepts of nonprofit organizational governance structures. Through this course, students will develop a foundational understanding of board governance fundamentals, board development, board leadership, and common practices of high performing boards.

Social capital can come in many forms (trust, civic engagement, community attachment, and social networks) and has become one of the most contested concepts in social sciences. This course is designed to balance theories, methods, and applications, drawing on literatures from sociology, public policy, public administration, communication, media studies, and management.

This skills-based, half-semester course familiarizes professional program graduate students with insights into effective data communication, exposes them to a communication framework, and allows them to hone new skills through the completion of various assignments. Covered topics include developing clear messages, designing effective graphs and tables, formatting written documents, and creating multimedia presentations. While new tools and techniques feature in this course, the overarching goal is a timeless one: the sharing of ideas.

This course examines mediation principles, and the role, ethics, and techniques of ombudsman in public sector. Models of mediation are compared, and students share in class their application and/or adaptation of mediation to their current or desired public sector duties.

NOTE: Students may take either PUBA 768 or 772.

This course develops the skills, approaches, and philosophies in the functional areas of public budgeting and financial management. Students analyze case situations in public organizations, identify possible solutions in response to their analysis, and justify final recommendations.