PADM - Public Administration

Courses numbered 500 to 799 = undergraduate/graduate. (Individual courses may be limited to undergraduate students only.) Courses numbered 800 to 999 = graduate.

PADM 501.  Integrity in Public Service   (3).

Cross-listed as CJ 501. Exposes students to basic principles of personal and professional integrity and how those principles apply to daily life as a members of the community and as employees of a government or social service agency. Employs a case study method, using cases and examples from a wide range of government and nonprofit agency experiences. Students become aware of the moral and ethical issues which may arise in their professional and personal lives, begin to develop critical thinking and analytical skills regarding ethical behavior, and become more personally and professionally responsible. Prerequisite: junior or senior level or instructor's consent.

PADM 550.  Workshop   (1-3).

Specialized instruction using variable formats in relevant urban and public affairs subjects. Repeatable for credit up to 6 hours. Prerequisite: departmental consent.

PADM 701.  Public & Nonprofit Governance   (3).

Designed to help students develop an understanding of: (a) the governmental and political complexities within which public administration operates; (b) the nonprofit sector-including its major public-benefit sub components-and its role in the public administration environment; and (c) challenges facing both public and nongovernmental actors. Students should develop a working awareness of the significant concepts and components of the governance, politics and institutions, that enables them to analyze forces of change in this challenging environment.

PADM 702.  Research Methods   (3).

Cross-listed as AGE 702. Acquaints students with applied public policy research methods. Emphasizes locating, collecting, appraising and using both primary and secondary sources of data of the type used in policy, planning and administrative research. Students must complete several short research projects. Fulfills the university's professional and scholarly integrity training requirement covering research misconduct, publication practices and responsible authorship, conflict of interest and commitment, ethical issues in data acquisition, management, sharing and ownership.

PADM 709.  Urban Economics   (3).

Cross-listed as RE 709 and ECON 709. Surveys the economic structure and problems of urban areas on both the microeconomic and macroeconomic levels. Stresses the application of regional economic analysis in the study of urban areas as economic regions. Prerequisites: ECON 201, 202, junior standing.

PADM 710.  Public Sector Organizational Theory and Behavior   (3).

Cross-listed as POLS 710. Reviews the scope of the field of public administration including a survey of key concepts and schools of thought underlying the field. Identifies issues shaping the future development of the field.

PADM 725.  Public Management of Human Resources   (3).

Cross-listed as POLS 725. Surveys the major areas of management of human resources in the public sector. Includes hiring, training, evaluation and pay promotion policies. Emphasizes the laws governing public personnel management and the unique merit, equal employment opportunity, productivity, unionization and collective bargaining problems found in the public sector.

PADM 750.  Public Administration Workshops   (1-3).

Specialized instruction using variable formats in a public administration relevant subject. Repeatable for credit with departmental consent. Prerequisite: departmental consent.

PADM 750F.  Social Entrepreneurship   (3).

Social entrepreneurship is a growing field that depends on market driven practices to create social change. Social entrepreneurs leverage available economic resources and innovation to support their passion to have a positive impact on the global and local community. Social entrepreneurship is a critical topic for students and professionals who plan careers in both for-profit and not-for-profit organizations. A global interest in ecological, economic, political and social welfare requires that organizations respond wisely to societal demands. An examination of social entrepreneurship provides the framework for understanding and practicing socially responsible behaviors. Proponents of social entrepreneurship recognize that innovation, creativity, adaptation and planning are key ingredients in creating ventures that respond to critical social needs. Course introduces students to the complex dynamics underlying social entrepreneurship as an emerging national and global phenomenon. Challenges the student to look beyond well-established business objectives — the creation of wealth — and investigate how wealth creation can impact public good. Consists of lectures, case discussions, and original research conducted by the students. An investigation of global social entrepreneurial initiatives including the establishment of India’s Grameen Bank, Transparency International, Social Accountability International, the Ethos Institute, the Ashoka Foundation, and other well known, and lesser well known, “social value” initiatives and their leaders is useful in understanding the entrepreneurial aspects of business planning, scaling and sustainability.

PADM 755.  Special Topics in Urban and Public Affairs   (1-3).

Provides students with an opportunity to engage in advanced study in topics that are of immediate concern and arise only occasionally. Content varies with issues that arise, student needs, and faculty expertise. Directed to Master of Public Administration students. Repeatable for credit with a change of content. Prerequisite: instructor's consent.

PADM 760.  State and Local Economic Development   (3).

Explores the roles of state and local governments and officials in economic development through the use of case studies. Examines financing in economic development from the perspectives of public purpose and community objectives.

PADM 765.  Public Sector Economics   (3).

Cross-listed as ECON 765. Examines theories of economic decision making and institutions, with a focus on how economic tools can be used to inform policy and management in the public and nonprofit sectors. Covers economic principles and discusses market failures and public policies intended to correct or alleviate market failure. Economic decision making tools for public and nonprofit management are also introduced.

PADM 771.  Planning Process   (3).

For students desiring to work in an urban planning agency or who will be involved in planning issues as an administrator at the city, county, state or federal level. Also for students seeking an understanding of the complex process of urban-related life. Examines the role of planning in solving human and environmental problems. Emphasizes the relationship between specialists, citizens and elective officials as participants in the planning process.

PADM 775.  State and Local Government Law   (3).

Exposes students to the legal principles which undergird the foundation of governmental operation and administration.

PADM 785.  Public Works Administration   (3).

Introduces public works administration and management. Includes discussion of public works professionals, public works organizations and institutions, infrastructure planning, policy and project analysis; procurement, purchasing and contract administration; geographic information systems; and transportation, water, waste water and surface water system construction, maintenance and replacement.

PADM 798.  Independent Study   (1-3).

For graduate students to pursue research in areas not normally covered in coursework. Repeatable for credit with departmental consent. Prerequisite: departmental consent.

PADM 802.  Quantitative Methods for Public Sector Professionals   (3).

Uses standard microcomputer statistical software and analysis to introduce statistics and quantitative analysis for organizational and policy decision making. Emphasizes the application of statistics and writing with quantitative evidence to real public sector policy questions. Assumes little or no background in statistics and software applications. Fulfills the university's professional and scholarly integrity training requirement covering research misconduct, publication practices and responsible authorship, conflict of interest and commitment, ethical issues in data acquisition, management, sharing and ownership when completed in conjunction with PADM 702. Prerequisite: PADM 702.

PADM 825.  State and Local Government Administration   (3).

Examines administrative leadership in state and local government through case study and field experience. Draws on the experience of professional public managers. Designed for students nearing completion of the Master of Public Administration degree and planning careers in public management. Prerequisite: instructor's consent.

PADM 845.  Public Policy Analysis and Program Evaluation   (3).

An overview of approaches to public policy analysis and program evaluation. Examines the roles of participants in public policy development, implementation and evaluation. Explores policy and program functions and their intended and unintended impacts. Focuses on methodologies for collection of data and their use in the assessment of programs and program impacts. Prerequisites: an approved statistics class and an approved methods class.

PADM 865.  Public and Nonprofit Financial Management   (3).

Cross-listed as POLS 865. Introduction to state local government financial administration. Topics include: government accounting systems, budgeting, government financial statement and financial condition analysis, internal financial control systems, debt management and policy, and government cash management and pension investment management systems. Prerequisite: PADM 765 or instructor's consent.

PADM 866.  Public Financial Management   (3).

Cross-listed as FIN 866. Addresses special topics of government capital budgeting and financing as well as general public infrastructure management skills and knowledge useful for public administrators and citizens. Specific topics include: capital planning, budgeting, financing strategies and options, debt management, policy and issuance processes, as well as innovative public capital financing such as public-private partnerships and state-local revolving funds. Prerequisite: PADM 865 or instructor's consent.

PADM 867.  State and Local Government Budgeting   (3).

Cross-listed as POLS 867. Covers government budgeting processes and institutions as well as a variety of tools and techniques for budget preparation, decision making, executing and evaluating spending programs while maintaining good financial condition. Emphasizes both political and technical skills in managing public resources. Along with spreadsheet exercises for technical analysis, cases on government budgeting are used to understand (1) how public budgets reflect a government's purposes, policies and priorities as well as its implementation plans, and (2) how public budgets reveal the political power used by a variety of actors involved in the decision-making process. Prerequisite: PADM 865 or instructor's consent.

PADM 870.  Fundraising and Financial Management for Nonprofit Organizations   (3).

Focuses on fundraising and financial management in nonprofit organizations. Examines fundraising from public and private sources including funding research, proposal writing and budgeting. Includes analysis of financial statements for the purpose of managing both the short-term and the long-term financial condition of a nonprofit organization. Prerequisite: PADM 865.

PADM 871.  Community Networks   (3).

Students learn how to use systems logic to define problems and develop collaborative solutions through networks that involve governmental and nongovernmental organizations. Prerequisites: PADM 702, 745, 802.

PADM 873.  Strategic Planning in Public and Nonprofit Organizations   (3).

Students create a strategic plan for a public or nonprofit organization. The course begins with an introduction to measurement and performance management. Students create a logic model that describes key elements of a service or process. Stakeholder analysis, an environmental scan and SWOT (strengths, weaknesses, opportunities and threats) are among the techniques explored. Students formulate a strategic issue. Scenarios and other planning techniques are used to assess alternative courses of action. The final product is an action plan that includes decision points, cost and implementation details.

PADM 890.  Internship   (3).

Integrates academic pursuits and practical experience. Students admitted to the internship are assigned to work in an approved government, community or private organization for a minimum of nine months. Prerequisites: completion of all PADM core courses and 6 hours of additional graduate-credit courses.

PADM 895.  Public Decision Making   (3).

Focuses on decision making by public managers through case study method. Reviews models of public decision making. Explores public management from the perspective of public purposes, politics, organizational results and ethics. Prerequisites: successful completion of all other core courses in the MPA or instructor's consent.