25th Annual PA TIMES Education SupplementAmerican Society for Public Administration • October 2007

What do Managers Want?KSA’s for Public ServantsKSA’s for Public Servants

Michelle Piskulich, David Swindell

The impending retirement of babyboomers presents a challenge across thespectrum of public sector employment.There are two dimensions to this chal-lenge: the lack of labor to maintain cur-rent production and service systems, andthe loss of institutional experientialknowledge that the retiring public ser-vants represent. The InternationalCity/County Managers Association(ICMA) indicates the bulk of the retireeswill come from the managerial ranks.What role does public service educationplay in addressing this challenge?

Master of Public Administration programs(MPA) and Master of Public Policy pro-grams (MPP) have known about theretirement crisis for years, and provide thetraining needed to prepare current andincoming public servants with the skillsnecessary for these jobs. These programsnot only address the need for a new sup-ply of public servants but help positioncurrent public servants to assume leader-ship roles being vacated by retirees.

While MPA/MPP programs view theirmission as producing qualified publicsector employees and leaders, the ques-tion is whether the graduates possess theskills most demanded among employers.

The marketing committee of the NationalAssociation of Schools of Public Affairsand Administration (NASPAA) is examin-ing the demand side by asking managersin target employment sectors what skillsthey value most in their managerialemployees and how they rate MPA/MPPdegrees relative to other professionaldegrees that might feed into public serv-ice (e.g., the Master of BusinessAdministration or Doctor ofJurisprudence). This information willinform NASPAA as it undertakes a com-prehensive review of the standards gov-erning the MPA/MPP accreditationprocess and help to align program prod-ucts with employer needs.

In March and April, 2006, NASPAA, inpartnership with the ICMA, collected sur-

vey responses from 404 ICMAmembercity and county managers. Limitedresources dictated a non-random sample,but the results represent a wide range ofcommunities. Most respondents werefrom cities, (only 8 percent respondedfrom counties).

Over 70 percent of respondents work in acouncil-manager form of government and15 percent work in a mayor-council set-ting. Responses came from cities andcounties with populations from 2,500 toover 1,000,000 with approximately 25percent of respondents representing citiesor counties with populations between10,000 and 24,999.

Market penetration of the MPA and MPPdegrees has been a major concern of pub-lic affairs educators for some time. Manyjob announcements for city and countymanagerial positions suggest that appli-cants need the MPA or MBA degree, oronly the MBA. Listings requiring theMPA only are far rarer.

This suggests that the MPA degree doesnot have the same market penetration asthe MBA degree, even among the basictarget audience of MPA programs. In truth,there is some overlap between the twodegrees, but the attention the two types ofprograms give shared topics appears toreflect the fundamental differencesbetween the public and private sectors.

The news from the survey indicates that 90percent of city and county managers arefamiliar with the MPA/MPP degrees. Two-thirds indicated extreme familiarity. Three-fourths of the managers indicate that theyhave hired an MPA/MPP for a full-timeposition previously, and most of theremainder have hired an MPA/MPP in apart-time, consultant, or intern capacity. Sothere is clearly an awareness of the degrees.

The degree is also valued. Most managersreport that having the MPA/MPP degreewould significantly boost the likelihoodof a candidate being hired over those withonly an undergraduate degree. Further,they indicate that the MPA/MPP wouldhave a positive effect on the likelihood ofbeing hired versus other professionaldegrees (e.g., the MBA, JD, MA inEconomics, etc.). In terms of salaryeffects, local managers report a modalaverage of a 20 percent increase in salaryover an employee with an undergraduatedegree only. And while the difference issmall, MPA/MPP graduates still have asalary advantage over others with differ-ent professional master’s degrees(between 0 and 10 percent on average).

Local managers report that the MPA/MPPdegree has a higher perceived value tohis/her management team than other pro-fessional master’s degrees, including theMBA and the JD. About three-fourths ofthe managers state that employees withthe MPA/MPP perform better or muchbetter than employees with other profes-sional graduate degrees. With so manypositive observations about the MPA/MPPproduct, why does the MBA still get moreattention in job announcements for localgovernment managerial positions?

The answer may lie in the skills in whichMPA/MPP students are being trained bytheir programs. The NASPAA surveyincluded two sets of skills listings oftenfound in MPA/MPP curricula. The surveyasked managers to rate the importance of15 different management knowledge andskills items on a five point scale rangingfrom not at all to extremely important.

• 100 percent of the managers rate deci-sion making as either important orextremely important;

• More than 90 percent of respondingmanagers identify communication, team-work, leadership, budgeting and person-nel as important or extremely important;

• 70–80 percent rate strategic planning,negotiation, policy analysis, IT and

PA TIMES Education Supplement • October 2007 Page 3

What’s InsideCity/County Managers Surveyedto Find Skills Valued Most inManagerial Employees 3The impending retirement of baby boomerspresents a challenge across the spectrum ofpublic sector employment. There are twodimensions to this challenge: the lack oflabor to maintain current production andservice systems, and the loss of institutionalexperiential knowledge that the retiringpublic servants represent.-MichellePiskulich, David Swindell

What MPAs Tell Us They ValueAfter They Leave Us 6MPA programs, devoted to developing com-petent public servants have ridden thewaves created by these tensions and some-times the waves have won, leaving academ-ics, students and practitioners awash on thesands of not-so-competent competence. -Michael A. Card, Matthew R. Fairholm

City of Anaheim: A Case Study ofLeadership Development 8Governments at all levels are facing a cri-sis in workforce management as the socalled “baby-boom” generation retires. In1999, the City of Anaheim recognized thatof the top 73 managers in the city all butnine people (12%) would be eligible toretire in ten years.–Connie Phillips

Index of Advertisers 42

Job NewsTop Federal Hiring Trends 9

ASPA Offers Students and NewProfessionals Tool for CareerEnhancement and Finding Jobs 11

Professional DevelopmentUpcoming Career Fairs 11

Doctoral Degrees Awarded atNASPAA Member Schools 15

Roster of NASPAAMember Institutions 22

Listing of NASPAA MemberInstitution Representatives 33

Personal DevelopmentThe Simple Steps To ReachingYour Goals 10I'm sure this is not the first time you haveheard about goal setting. The reason youkeep hearing about it is because it really isimportant to your life. –Carol Halsey

City/County Managers Surveyed to FindSkills Valued Most in Managerial Employees

See MPA, pg. 4

…there is a disconnectbetween what faculty believeis important for students and

what practitioners are seeking

media/public relations as important orextremely important; and

• Fewer than half of respondents report thatmarketing and statistics were importantwhile slightly more than half believedperformance measurement and e-govern-ment were important skills or knowledge.

Next, the survey asked respondents toidentify the three most essential skills fortheir employees from the 15 listed. Notsurprisingly, more managers (45 percent)agreed that decision making was a top-three managerial skill than any of theother skills in the list. Other skills identi-fied as essential include budgeting andfinancial management (43 percent), lead-ership (41 percent), communications (40percent), staff supervision/personnel (32percent) and teamwork (29 percent).

In addition to the managerial knowledgeand skills, the NASPAA marketing com-mittee also sought to measure the impor-tance managers’ place on ten various pub-lic service knowledge and skills. The sur-vey finds:

• More than 95 percent of managers indi-cate that ethics and integrity are impor-tant or extremely important;

• 94 percent report that openness to citi-zen participation and involvement isimportant or very important;

• More than 80 percent say that knowl-edge of budgetary processes, economicand community development, and inter-governmental relations would each be

important to their organization over thenext five years; and

• Amajority rate the remaining categoriesas important with public private partner-ships, organization and group behavior, andprogram evaluation and accountability eachreceiving support over 70 percent, andknowledge of political/legal institutionsand political-policy interactions receivingsupport at or above 60 percent.

As with the managerial skills, managersidentified the three most important publicservice skills. Over half of the respon-dents rank ethics and integrity as well asopenness to citizen participation in the topthree. More than one-quarter rank eco-nomic development, knowledge of budg-etary processes and organization, andgroup behavior as a top three skill. Lessthan one-quarter of the respondents reportany of the other skills as a top threeimportant skill.

There are several implications that arisefrom these results. First, the data suggestthat NASPAA is in a better position thanmay have been expected to craft messagesto employers and address the demand sideof MPA/MPP programs. The content cur-rently taught in MPA/MPP programsclearly is desired by employers althoughthe subjects emphasized by programs andemphasized by employers may not alwaysalign. Additional findings from a similarsurvey of federal employers and a plannedsurvey of nonprofit managers should helpdetermine the common needs of employ-ers hiring MPA/MPP students and clarifycurricular emphasis.

Second, in direct comparisons, theMPA/MPP programs fare well againstother, better known, professional degreeprograms. But one possible distinctionbetween MPA/MPP and MBA programs isthe emphasis on placement. Many smallerMPA/MPP programs do not have system-atized methods of student placement asbusiness schools commonly do. Thismight explain the superior market pene-tration of the MBA degree even in theface of a degree better tailored to theneeds of local governments.

Third, there is a disconnect between whatfaculty believe is important for studentsand what practitioners are seeking. Forinstance, MPA/MPP faculty place a highervalue on statistics than the survey suggestsis warranted. However, statistics servesother purposes related to helping studentsdevelop decision making skills as well asreducing the common fear of numbers.

Fourth, faculty must continue to developnew and innovative teaching methods todevelop the “soft” or “boundary span-ning” skills highlighted in the surveyresults. Teaching future public servantshow to behave ethically is different fromteaching about ethics. Can an unethicalperson be trained to be ethical? How canone teach leadership? MPA/MPP pro-grams should focus on oral and writtencommunication skills that will be usefulin the workplace (i.e., memo-writing asopposed to research reports).

Finally, the results provide a challenge toNASPAA as the organization revisits theaccreditation standards. Clearly, theremust be standards to serve as a foundation

for accrediting programs. These resultsreinforce the need to communicate withthose who hire program graduates to becertain that the curriculum provides theknowledge and skills necessary for effec-tive public managers. Balancing the needof programs to respond to their own con-text and target audience while at the sametime creating an identity for public serviceeducation may be more art than science.The ICMA and other stakeholder surveysare essential to guiding the discussion asthe review of standards moves forward.

NASPAA continues to collect data fromfederal, state, and nonprofit managers inorder to identify the common and uniqueskills and knowledge in each employergroup. Doing so helps NASPAAmemberschools provide the foundational skillsemployers need while allowing programsto respond to their local environment. Agoal of this process should be to articulatethe advantage an MPA/MPP graduatebrings to public sector employment. Awell-defined curriculum aligned withemployer needs will help NASPAArespond to need for additional well-trainedpublic managers created by new retirees.

Michelle Piskulich is the associate deanof the College of Arts and Sciences atOakland University.E-mail: piskulic@oakland.edu

David Swindell is an associate professorand director of the Ph.D. in Public PolicyProgram at the University of NorthCarolina-Charlotte.E-mail: daswinde@uncc.edu

Page 4 Education Supplement • October 2007 PA TIMES

NASPAA, ICMA Conduct Survey of City/County ManagersFrom MPA, pg. 3

Michael A. Card, Matthew R. Fairholm

A common cliché in administrative circlesis that managers manage things, but leadpeople. Like all clichés, they are suchbecause there is a kernel (at least) of truththat transcends time. This cliché, though,while evidence of a time-tested truism, is arelatively recent development. There was atime (perhaps still is) when people didn’tmake the distinction. “Things,” “people,”“management,” “leadership,” why worryabout this stuff, lets just get the work donein the most efficient, effective manner.

Such was the voice of the pragmatic, driv-en organizational actor. And yet over time,worrying about this stuff, and explicitlyusing what we learned about this stuff, hasimproved organizational life, bottom lines,efficiencies, measures of success, and eventhe delivery of government services.

Public administration has not been exemptfrom the evolution of the cliché and itsimpact on public organizations. But likeall (r)evolutions, the journey has not beennecessarily straight. Politics or administra-tion, fact or value, technicist or generalist,have been part of the ebb and flow ofpublic administration thought.

MPA programs, devoted to developingcompetent public servants have ridden thewaves created by these tensions and some-times the waves have won, leaving academ-ics, students and practitioners awash on thesands of not-so-competent competence.

Ultimately the questions may be, “Do wetrain MPAs to be technical experts, dealingwith “facts”, who manage “things” (even ifthose things happen to be people) or do wetrain MPAs to be organizational philoso-phers, grappling with community values,who can lead people (even if some of themare managers)?” Or perhaps we should doboth. The either/or, both/and nature ofthese questions begs a still more funda-mental question, though: “What are thebasic competencies needed for the job?”

In an effort to clarify curriculum designand content, a survey of newly-mintedMPAs offered several points of interestthat suggest where MPA programs shouldhead to develop “competent” public ser-vants. We surveyed our recent graduatesto see the extent to which they valuedseveral competencies we provide in ourMPA program.

MPA Program RecentAlumni Survey ResultsThe typical respondent was a white male(58 percent), who took the majority oftheir classes on the main campus; three-fifths of these students were enrolled full-time. The employment status of graduatesduring their degree program ranged from30 percent employed full-time, 28 percentemployed fewer than 20 hours per week,19 percent employed 20-35 hours perweek, and 11 percent were employed as aresearch assistant, or not employed duringtheir degree pursuit. More MPA recentalumni were unmarried (58 percent) dur-

ing their schooling than married duringthe duration of the program.

The graduates were asked to give thelevel of importance of curricular areas orskills they use in their careers using a fivepoint Likert-rating scale. The twenty-twoitems measured, split into three core com-petency areas, provide analysis relative tothe framework of the University of SouthDakota MPA core-competency model.

The competency model is designed toreflect general expertise areas thought to benecessary for success as a public or non-profit administrator (Leadership andOrganization Competencies, ManagementCompetencies, and Research and TechnicalCompetencies). A fourth competency,Professional Trends, was not measured.

Overall, the Leadership and OrganizationCompetencies received the highest scoresin terms of usefulness among recent alum-ni careers. The top five skills, in order,include oral communication, with allrespondents (100 percent) considering itto be extremely or very important; deci-

sion-making and problem-solving withnearly all respondents (97.2 percent) con-sidering it to be extremely or very impor-tant; ethics and democratic values with83.3 percent considering it as extremelyor very important; leadership with 81 per-cent of the respondents considering it asextremely or very important; and inter-governmental relations with 77 percent ofthe respondents considering it as extreme-ly or very important.

Within the Management Competencies cat-egory, the most important skill or compe-tency is budget and financial managementwith 69 percent of the respondents consid-ering it as extremely or very important.Two of the lesser important skills were alsofound in the Management Competency cat-egory, economic institutions with only onethird of the respondents noting it asextremely or very important, and person-nel/HR management portrayed as the leastimportant skill with 47 percent of therespondents finding it as extremely or veryimportant, although those in local govern-ment administration and nonprofit manage-ment ranked these much higher.

The Research and TechnicalCompetencies category contains skillsranked as the overall lowest level ofimportance from these recent alumni con-cerning the usefulness in their careers.The lowest level of importance skill isstatistical techniques with just 28 percent

Page 6 Education Supplement • October 2007 PA TIMES

What MPAs Tell Us They Value After They Leave Us

See VALUE, pg. 7

Overall, the Leadership andOrganization Competencies

received the highest scores interms of usefulness among

recent alumni careers.

of the respondents responding to thiscompetency as extremely or very impor-tant in their jobs. The quantitative tech-niques skill with 39 percent of the respon-dents describing it as extremely or veryimportant was the second lowest level ofimportance within this category.Interestingly, all other skills received aresponse frequency of at least half ofrespondents considering the skill tobe extremely or very important intheir careers.

These data suggest a review of fundamen-tal questions. First, what is the extent towhich quantitative skills of analysis shouldbe learned? It is clearly important to pro-vide some level of skills in determining“what is true?”(whether there is a differ-ence between two groups, or the like).However, there is often little support with-in existing public administration practition-ers for the use of quantitative techniques.

For example, a recent experience withpractitioners completing their professionalreport capstone product reinforced thelament: “But no one does that sort ofanalysis at the office?” Do we need to pro-vide these quantitative skills to our gradu-ates so they can overcome this de factocommitment to the status quo? Do skillsdeteriorate over time with lack of use?Does this lack of use indicate a correspon-ding notion of a lack of value for theseskills? Clearly, this academic-practitionerdifference needs to be better understood.

Second, what kind of focus should MPAprograms give to the technical and themore general organizational skills? In1978, Stanley Vanagunas published inPublic Productivity Review the results ofhis survey of California city manager’srecollection of their staff’s use of variousstatistical techniques.

The five greatest in use were nominalscales, interval scales (frequency distribu-tions, and graphic presentations, measuresof central tendency and measures of dis-persion. The five least used were analysisof co-variance, contingency problems,testing hypotheses, multiple correlationand regression, and two-sample tests.

Mary Tschirhart’s 1998 survey of non-profit managers and faculty, “NonprofitManagement Education: US and WorldPerspectives,” suggests that practitionersprefer more “soft” skills (leadership,ethics, long-term planning, financial man-agement, conducting effective meetings,creativity, etc.).

The survey our program conducted seemsto support that finding as well. Recentfocus on both civic engagement withincommunities and employee engagementwithin organizations (like MarcusBuckingham and Don Clifton’s 2001 FreePress publication, First Break all theRules) begs the question if MPA pro-grams are developing graduates ready tomeet the nuances and people issues ofsuch engagement trends. Because whatwe are seeing is that this skill of engage-ment tends to be less technical in natureand more inclined to the “soft” stuff oforganizational life.

Third, are MPA programs an efficient andeffective mechanism for learners to use toachieve these softer, people-oriented com-petencies? There are a variety of ways todefine these softer skills. We can call itengagement, or leadership, or human net-working, or facilitation. Indeed, we maystill call them management and analyticalskills, however, with a more qualitativefocus. But however we define the trendsour graduates seem to find more useful,the question remains: Would publicadministration be better served by provid-ing quantitative, analytical skills in ourMPA programs and then provide humanrelations skills through training after theyleave the professional programs and haveon-the-job experience? Or would publicadministration be better served by infus-ing the MPA curriculum with the peopleskills, the communication skills, the lead-ership competency and lessen the focuson technical and quantitative skills?

If so, a fourth question that arises is: arethese skills learnable? And, relatedly, areMPA programs currently providing thechance to learn them? Are some betterthan others at these skills, and all we canhope to develop is an average level ofcompetency in human behavior (peopleskills) in those individuals whose propen-sity is to be quantitative and analytical?

Or, is the learning of these “people smart”competencies simply assumed, and whenthey are not found, more likely to belearned on-the-job or through training, ifat all? Certainly there is room for provid-ing verifiable data and facts, but doesmost of this work seem to suggest thathuman relations skills are more importantin governing the “hollow state” wherecollaboration is required?

Discerning the nuances of public adminis-tration practice will always be a chal-lenge. However, it is a challenge that willalways be met by people trying to achievethe public interest and do the work ofgoverning. Gone are the days where tech-nical expertise is prized above all else.Here are the days when the “soft” stuff oforganizational life are not only becoming“hard” they are becoming essential.

As technique and technology are increas-ingly site specific, the generalist who cansift through the organizational milieu andunderstand how people and people, andpeople and things, interact, while navigat-ing to success becomes much more attrac-tive to public organizations and theemployees within them.

Though a small sample, the KSAs outlinedin our survey show that leadership, com-munication, and “wearing well on people,”are perhaps more important than we havegiven them credit in the past. Perhaps thisknowledge, these skills and these abilitiesare the essential competencies of publicservice, which if we ignore, we ignoreonly to see the collapse of public service.

Michael A. Card is with the department ofpolitical scienceat the University of SouthDakota. E-mail: Michael.Card@usd.edu

Matthew R. Fairholm is with thedepartment of political scienceat theUniversity of South Dakota.E-mail: fairholm@usd.edu

PA TIMES Education Supplement • October 2007 Page 7

From VALUE, pg. 6

USD Surveys Recent Alumni

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Connie Phillips

The NeedGovernments at all levels are facing a cri-sis in workforce management as the socalled “baby-boom” generation retires. In1999, the City of Anaheim recognized thatof the top 73 managers in the city all butnine people (12 percent) would be eligibleto retire in 10 years. In the last fiscal year(06/07) the city has experienced 25 per-cent turnover at the top two levels includ-ing four new department heads in oneyear. Our transition has been relativelysmooth because of a workforce planningstrategy combined with a strong commit-ment to leadership development.

The ChallengeThe goal of the City’s “build the bench”strategy since 1999 has been to ensure thatcity managers are ready to fill senior man-agement positions as they become vacant.The challenge for Anaheim was to beginthe leadership development journey withouta clear road map but with the goal in mind.The challenges faced in Anaheim include:

• Identifying the expectations for futureleaders in local government (as opposedto models for business leaders)• Identifying competencies for leadershipdevelopment in local government• Identifying critical design elements of aneffective leadership development program

The StrategyThe city’s Human Resources Departmentdecided to start with three different leader-ship development programs. This would

allow us to meet different participant’sneeds and evaluate the effectiveness of avariety of programs. The “LeadershipScholarship” program allowed us to sendmanagers to well-respected programs out-side the city including executive educationprograms at Harvard University, ColumbiaUniversity and the Center for CreativeLeadership. The second initiative was tobring bachelor and masters degree pro-grams on site. The third program was aninternal “leadership academy” currentlycalled “Project Excel.”

The first of the three leadership programs tobe undertaken in Anaheim was the scholar-ship program. It was initiated in 1997 withthe intended audience being high potentialmanagers. Since 1997, 15 scholarships havebeen awarded to people from eight depart-ments in the range from $5000 to $8000per participant. The eligible programs hadto focus on leadership development, notspecific technical skills such as projectmanagement. An expectation was estab-lished that all scholarship recipients wouldshare their experiences and learning at a“leadership luncheon.” They shared theirlearnings with an audience of other man-agers once they returned to the city.

In the spring of 2000, a master’s degree inOrganizational Leadership from ChapmanUniversity was brought on site. Thirteenemployees have completed a masters’degree in Organizational Leadership.University of La Verne brought a bachelors’degree program in organizational manage-ment on-site in the spring of 2001.Approximately 30 people in two cohort

groups have graduated from this program.To meet additional interest University of LaVerne brought a Masters Degree program inPublic Administration on site. This cohortgroup included city managers and othersfrom the community. This program has nowgraduated five Anaheim city managers.

The city is currently presenting a secondleadership academy. The first graduated125 managers. Program evaluation noted

some needed changes including the focuson leadership in the local governmentenvironment. In addition, the programevaluation conducted in 2005 lead to adevelopment framework for all cityemployees that focuses on core competen-cies needed for different roles in the cityincluding individual contributor, supervi-sor, manager and those in roles requiring“citywide perspective.”

This new framework addresses the prob-lem with many leadership models do not.Our framework differentiates leadership atdifferent levels of the organization andidentifies skills leadership needed at thelocal government. The new model forAnaheim sets out core competencies for

managers, for example, and then identifiesthat managers can demonstrate leadershipthrough facilitating groups and achievingresults when they are not the direct man-ages of that group. These are key skillsfor working with community groups andneighborhood councils.

Recommendations and LearningsIf I were in an agency with limited funds Iwould put my funding into tuition reim-bursement. We have been able to persuadetwo local private, accredited universities tobring programs on site. For many of ouremployees the issue with finishing degreesis time; not necessarily money. Partneringwith local universities can bring speakersand training on site as well. Education stillcounts; and it increases the career optionsavailable to people.

As you begin your leadership developmentplan consider the need for strength at manylevels and multiple roles. City of Anaheimhas developed a competency model thatidentifies competencies for each role: indi-vidual contributor, supervisor, manager anda citywide role. We have also identifiedwhat sets people apart as leaders in each ofthese roles. This framework is one that canbe duplicated at your agency. Beginningthe conversation about the leadership skillsnecessary for your organization is the firstplace to start to prepare your organizationfor the future.

Connie Phillips is a senior HR develop-ment specialist for the City of Anaheim,CA. E-mail: Cphillips1@anaheim.net

Page 8 Education Supplement • October 2007 PA TIMES

City of Anaheim: A Case Study of Leadership Development

…the City of Anaheim recog-nized that of the top 73

managers…all but nine peo-ple (12 percent) would be

eligible to retire in 10 years.

PA TIMES Education Supplement • October 2007 Page 9

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Tax deductible contributions may be made toASPA Endowment, Inc. for the Mode Scholarship Fund.

One of the keys to landing your perfectjobs is staying up to date on the latestfederal hiring trends.

According to USAJOBS.gov the follow-ing locations and agencies contained themost job openings in the last calendarmonth. The site also lists federal occupa-tions with the most openings in the lastcalendar month.

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Page 10 Education Supplement • October 2007 PA TIMES

Personal Development

The Simple Steps ToReaching Your GoalsCarol Halsey

I'm sure this is not the first time you haveheard about goal setting. The reason youkeep hearing about it is because it reallyis important to your life.

A good definition of goals is that they aredreams with deadlines. Yes, you can makeyour dreams come true. How do you wantyour life to be 10 years from now? Howabout 5 years, next year, or even 6 monthsfrom now.

The only difference between setting goalsfor your business or career, and setting per-sonal goals is the subject matter. With com-mitment and persistence, and setting goals,your life can be any way you want it.

When you actually sit down and startidentifying goals, you will probably endup with a long list. Decide what is mostimportant to you in your business andpersonal lives.

All goals do not have equal value. Somewill be more meaningful to you. Theseare the goals to start on. Keep your list ofthe remaining goals to get back to later.Trying to do too much at the same timecan be self-defeating.

Once you have selected the goals to starton, give each goal a deadline.

Short term goals, such as completing aproject, will be completed in six monthsor less. Medium term goals, such asincreasing a customer base, or revenue,will be a yearly target. Your goal forcareer advancement could be in this timeframe.

Long term goals can run for several years,such as where do you want your businessto be in 5 years, or building your nest eggto retire in 5, 10 or 20 years.

Write your goals down, as this increasescommitment.

Make your deadline for each goal realisticand reachable. There is no right or wrongon how long you determine it will take toreach a goal. It will be different for eachperson and each goal. Whatever is com-fortable for you is what counts.

Okay, you have done this. Now, how doyou get started? By identifying what youmust do to accomplish your goals.

Look at each one individually. Under eachgoal, write down the tasks to be undertak-en to reach that goal. You may not thinkof everything to the smallest detail, butyou will come up with the major tasks.Give each one of these tasks a deadline.

On short term goals, your deadlines will

most likely be daily, weekly and monthly.On long term goals, deadlines are morelike six months, first year, eighteenmonths, second year.

You can break these down even further. Ifyou know what you want to accomplishthe first six months of a long term goal,what can you do this month, next month,etc. to get there.

Include these tasks and their deadlines inyour calendar, and schedule the timeneeded to work on them.

Once this is done with all your goals, youhave made a contract with yourself andthe commitment to take action. This isyour road map to get you where you wantto go.

Each day, ask yourself if what you aredoing is helping you get there. If theanswer is no, be sure you know why youare doing it at all.

If all this seems difficult or overwhelm-ing, start with just one goal. Make it easyand short term. Once you have accom-plished this, go on to another goal.

Remember that life is a journey to beenjoyed. Be kind to yourself. You willfind by setting goals and identifying whatyou need to do to get there, will cut downon a lot of stress in your life.

At the same time, you will be makingthose dreams a reality.

Here are a few good quotes to inspireyou.

Happiness, wealth, and success are by-products of goal setting, they cannot bethe goal themselves. - Denis Waitley

If you don't know where you are going,you will probably end up somewhere else.- Laurence J. Peter

People have more options than they thinkthey do. But most people spend more timeplanning their vacations than thinkingabout what they want to do with theirlives. - Bob McDonald

What you do every day should contributeto giving your life meaning. If it doesn't,why are you doing it? - Don Hutcheson

©2002-04 Carol Halsey

Carol Halsey is Founder and President ofBusiness Organizing Solutions. She is aprofessional organizer, consultant, speak-er, and author. You can get articles andideas filled with simple tips for savingtime, simply by visiting her web site:http://www.PilesToFiles.com. Subscribe toher free newsletter, “Organizing Ideas”sent twice a month.

Have you visited ASPA’s website lately?

www.aspanet.org

Washington, DC–Throughout its history,ASPA has reached out to students and newprofessionals, recognizing that they are thefuture leaders of both the Society and thepublic administration profession.

For many years, ASPA has provided finan-cial breaks for students, including reducedmembership dues and conference registra-tion fees. Many of these same breaks haverecently been extended to new profession-als as well. In addition, ASPA continues todevelop a range of new services and bene-fits aimed primarily toward students andnew professionals. Recent advancementsinclude:

• Providing online access to every PublicAdministration Review (PAR) article everpublished.

• Doubling the amount of programming fornew professionals and future profession-als at our Annual Conference.

• Increasing the amount of research avail-able. ASPA members have access to cut-ting-edge research presented at the recentASPAAnnual Conferences.

• Establishing partnerships to save student

members money on textbooks. ASPA hasan agreement with publisher M.E. Sharpeto provide all members with a specialonline discount of 20% off the normalretail price on M.E. Sharpe books authoredor edited by an ASPAmember.

• Providing an online career center atwww.PublicServiceCareers.org, allowingstudents and other members to postrésumés, search for jobs and even applyfor jobs online.

• Publishing an ongoing “Career Center”section in PA TIMES as well as an annualeducational supplement.

• Posting a compendium of advice columnsonline for members.

For more information on ASPA’s expandedprograms and services for new and futurepublic service professionals visithttp://www.aspanet.org/scriptcontent/newprofessionals.cfm.

If you have suggestions for additional pro-grams or services, please contact MattRankin, senior director for program andservice development atmrankin@aspanet.org.

PA TIMES Education Supplement • October 2007 Page 11

Job News

ASPA Offers Students and New Professionals Toolsfor Research, Career Enhancement and Finding JobsASPA Website, www.aspanet.org, Replete with Tools and Information

Student Scholarships,Grants, and FellowshipsOffered by ASPAWalter W. Mode Scholarship–Managed bythe ASPA Endowment, Inc., the ModeScholarship is awarded out of a special fundnamed in honor of Walter W. Mode (the 30thNational President of ASPA, with a distin-guished record of public service at the federaland international levels). One $2500 scholar-ship is given each year for graduate study inpublic administration to a student who is anASPAmember and who demonstrates a com-mitment to a career in the public service.

Conference Scholarships for GraduateStudents–Each year, ASPA presents four stu-dent conference grants in the amount of $250each. ASPA chapters are invited to nominatea student for this award. Recipients areselected based on their outstanding academicrecords and their commitment to a publicservice career in practice or research.

Wallace O. Keene ASPA ConferenceScholarships–Established in 2003, theWallace O. Keene ASPA Conference

Scholarships are awarded to students in thefields of public administration and publicpolicy. The scholarships are intended to pro-vide students financial assistance to attendthe ASPA national conference, and therebyexpand their knowledge of the field and theiracquaintance with others in the field. The$250 scholarships are also intended toemphasize the impact of ethical leadership onthe public's trust in government.

Founders Forum Fellowships–A recentaddition to ASPA’s Annual Conference is theFounders' Forum Fellowship program. Theprogram's objective is to increase student par-ticipation through the selection of Founders'Forum Fellows. The participation of theFellows will focus on engagement with theFounders' Forum program sessions during theconference. In addition, the Fellows will berecognized at special events and entitled toparticipate in the entire conference.Founders' Forum fellowships can be awardedto full-time undergraduate and graduate stu-dents studying in any field relevant to publicmanagement.

More information, including applications anddeadlines, is located at the ASPA websitewww.aspanet.org.

Page 12 Education Supplement • October 2007 PA TIMES

Upcoming Career FairsA Foot in the Door:Internship Siteswww.aspanet.orgASPA’s website provides links to intern-ship programs with federal agencies.

www.ourpublicservice.orgThe Partnership for Public Serviceoffers several ways for students tolearn about federal internship and jobopportunities.

www.epa.gov/ezhire/The Environmental Protection Agency’sjob application site, EZHire includeslistings for the EPA Intern Program. Theprogram is a permanent, entry-levelcareer development track to prepare forfuture advancement within the EPA.

www.pmi.opm.gov/The Presidential Management Internprogram enables the cabinet depart-ments and over 50 federal agencies tohire highly qualified interns. Theseinternships often serve as first steps forsuccessful public policy managementpositions in theU.S. government.

www.state.gov/m/dghr/hr/student/This site provides details and applica-tion information for several studentemployment programs managed by theU.S. Department of State, from co-opopportunities to internships within theDepartment of State itself.

www.usajobs.govUSAJobs’ resource for internships withthe federal government, this site offersa list of special programs that placeinterns in all federal agencies.

Professional Development

The Partnership for Public Serviceprovides the details of many of the upcom-ing career fairs at their Call to Serve mem-ber schools. For the most current list visitwww.ourpublicservice.org.

Government and NonprofitCareer Fairs 2007October 22Minnesota Government Job & Internship FairUniversity of MinnesotaCoffman Memorial Union Bldg 10am-4pmLuAnn Riceluann@togevents.com

October 29Public Service Career FairHosted by the Evergreen Chapter of theAmerican Society for Public AdministrationSeattle Center10:00am-4:00pmSarya Sok atsaryasok@gmail.com

November 14Pittsburg Federal Career DayDuquesne University Campusfedcareerday@duq.edu

Government and NonprofitCareer Fairs 2008January 23Health, Government, & Human Services Fair

University of North FloridaJacksonville, FL(904) 620-2955

March 7:School of Public Affairs Government Career &Internship FairBaruch CollegeThe William and Anita Newman ConferenceCenter3:30-6:00pm646-660-6754

April 16OU Job Expo 2008 - For careers inCorporate/Government/Social Science/Non-Profit/EducationUniversity of Oklahoma<http://www.ou.edu/career/Events/EventInfo.html?id=747>Lloyd Noble Career CenterBetsey Bishopbbishop@ou.edu

General Career Fairs 2007November 1:Internship and Volunteer FairCalifornia State University, Long Beach11am-3pmjf@careers.csulb.edu

November 1:WKU Career ExpoWestern Kentucky University

Rebecca L. TinkerRebecca.Tinker@wku.eduhttp://www.wku.edu/CareerServ/employer.htm

November 2:20th Annual Fall Career FairCleveland State University9am–pmYolanda Burty.burt@csuohio.eduhttp://www.csucareerfair.com/home.php

November 7:LSU Internship & Co-op FairLouisiana State UniversitySue Feinbergsfeinbe@lsu.eduwww.lsu.edu/career/recruiting

November 7:All Majors Career and Internship FairUniversity of Nevada, RenoJoe Crowley Student Union (PendingOpening)10am-3pmJudith L. Carricojlcarrico@unr.edu

November 7:Career Opportunities 2007Clayton State Universityhttp://home.lagrange.edu/gccPhone: (478) 301-2863

See CAREER FAIRS, pg. 13

http://adminservices.clayton.edu/careerLeach_ch@mercer.edu

November 14:Postal CareerSMARTL’Enfant Plaza Hotel, MONET RoomRegistration: www.usps.com/employment

General Career Fairs 2008January 30:Career ExpoUniversity of North Florida(904) 620-2955

February 17th Annual CareerFestDenison UniversityPam Allenallenp@denison.edu]www.denison.edu/career

February 5:Spring Longwood Job & Internship FairLongwood UniversityDorrill Dining Hall1pm-5pmMary Meade Saunderssaundersmm@longwood.edu

February 6:WINTER JOB & INTERNSHIP FAIRDepaul University

February 6:Clark University

Higgins University Center, Tilton Hall12pm-3:00pmcareers@clarku.edu.

February 7:Career FairWestern Michigan UniversityBernhard CenterEmail: broncojobs@wmich.edu

February 13:Job & Internship FairUrbana University, Clark State CommunityCollege and Wittenberg UniversityNicholas T. Christianwww.urbana.edu/careers.htmnchristian@urbana.edu

February 19:Grand Valley State UniversityWest Michigan Careerfest 2007616-331-3311

February 20:CareerFest- All students and majorsUniversity of South CarolinaColumbia Convention CenterMelissa HurstMHurst@gwm.sc.edu

February 25:University of Minnesota Job & Internship FairUniversity of MinnesotaMinneapolis Convention Center10am-4 pmLuAnn Riceluann@togevents.com

PA TIMES Education Supplement • October 2007 Page 13

ASPA’s 69th Annual Conference

Dallas, TXMarch 7-11, 2008

Transformational Public Administration:A Call for Public Service

Visit www.aspanet.org for more information.

Upcoming Career FairsFrom CAREER FAIRS, pg. 12

Page 14 Education Supplement • October 2007 PA TIMES

The Ph.D. or DPA degree is offered at 74National Association of Schools of PublicAffairs and Administration (NASPAA)member institutions. A total of 25 programsawarded 165 doctoral degrees in publicaffairs and administration July 1, 2006-June30, 2007, and are listed below. Of the totalnumber of doctoral degrees awarded, 151were Ph.D. and 14 were DPA.

The following information was providedto the PA TIMES Education Supplementby NASPAA. All queries should be direct-ed to NASPAA at 202-628-8965 orwww.naspaa.org.

ARIZONAArizona State University

Collins, Michael, “Identifying Rural PublicCommunication Managers by Self DirectedReadiness & Learning Style,” Ph.D.

Coursen, Cristi Jo, “Theory to Practice:The Application of John Rawls’ Theory ofJustice as Fairness to Medicaid,” Ph.D.

Kim, Min Su, “Local Expenditure andRevenue Decisions: A Dynamic PanelAnalysis for Cities Over 100,000Population from 1972 to 2000,” Ph.D.

Montoya, Anthony Henry, “The PoliticalEconomy of Residential Electricity Prices:A Comparison of Commissioner Selection,Shared Regulatory Power, and PureRegulatory Economics Models,” Ph.D.

Rubins, Ira Marc, “RecreationAccreditation: Making a Difference,” Ph.D.

Striprakob, Prakorn, “The Effects ofDecentralization on Local Governance inThailand,” Ph.D.

Somers, Scott C., “BuildingOrganizational Resilience Potential: AnAdoptive Strategy for OperationalContinuity in Crisis,” Ph.D.

Stout, Margaret Rose, “Bureaucrats,Entrepreneurs, and Stewards: SeekingLegitimacy in ContemporaryGovernance,” Ph.D.

CALIFORNIAUniversity of La Verne

Brasfield, Giovanna A., “Policy,Organizational Management, and Change:An Analysis of Public OrganizationalManagement as it Relates to Policy andChange, DPA

Gaffrey, Arthur L., “AdministrativeBehavior: A Case Study of U.S. ForestService District Rangers,” DPA

Gonzales, Maria Rosario D., “TheFacilitation and Hindrance of EmployeeReceptivity to Large-Scale OrganizationalChange in Healthcare Organizations,”DPA

Kokenes, Sharon L., “Debt-for-NatureSwaps, Conservancy or Cemetery,” DPA

Mansour, Hanaa, “Impact Assessment ofthe Health Insurance Portability andAccountability Act (HIPAA) onConsumers Portability of HealthCoverage,” DPA

Roberge, Barbara G., “Health CareUtilization of the Emergency Departmentof the Hospital by Children with HealthyFamilies, A Publicly Funded Health CareInsurance,” DPA

Roman, Alberto J., “Factors that Influencethe Under Representation of Latinos asSuperintendents,” DPA

Rose, Yvette R., “Using Legal Studies toAnalyze the Enforcement andInterpretation of the Family MedicalLeave Act as Enforced by the UnitedStates Department of Labor,” DPA

Shaw, Nichelle H., “The MotivationalFactors which Influence an Individual toChoose a Career in the Public Sector,” DPA

Shiotsugu, Alice A., “Complexity andCompliance of Partnership Taxation: AStudy of the Pass-Through Subchapter KStatute of the Internal Revenue Code,” DPA

Timmons, Angela Chiles, “Faith-BasedPrograms: An Examination of Ministry,Leadership, and Organizational Culture,”DPA

Udolph, Brent D., “Perceptions of FederalPerformance Appraisal Systems: The Case

of Control District of California’sPerformance Appraisal System,” DPA

COLORADOUniversity of Colorado at Denver

Anthes, Catherine Quigley, “AnExploratory Study of How PolicyResearch is used in the Policy Process byPolicymaker Staff and PublicAdministrators,” Ph.D.

Arney, Jo, “Ethics and OrganizationalStructure: A Study of OrganizationalValues,” Ph.D.

Bergles, Matthew Paul, “Toward a MoreDemocratic Approach to EndangeredSpecies Policy Implementation: TheColorado Species ConservationPartnership,” Ph.D.

Aultman-Bettridge, Tonya, “A Gender-Specific Analysis of Community-BasedJuvenile Justice Reform: TheEffectiveness of Family TherapyPrograms for Delinquent Girls,” Ph.D.

Brassfield, Bette Simon, “Gift of Self:Determination of the Role of Rationalityin Organ Donation,” Ph.D.

Horstman, Aleah Jane, “The RevolvingDoor: Predicting Turnover (Intent to Stay)Among Fundraisers in the NonprofitSector,” Ph.D.

PA TIMES Education Supplement • October 2007 Page 15

Doctoral Degrees Awarded in Public Affairs andAdministration at NASPAA Member Schools

See DOCTORAL DEGREES, pg. 16

Jones, Sean Michael, “Why Did VotersApprove the 1998 Denver BroncosStadium Tax Initiative? Three CompetingTheories,” Ph.D.

West-Smith, Mary F., “Dad’s in Prison: AQualitative Study of the Lives of Childrenof Incarcerated Fathers,” Ph.D.

Leeuwen, James Van, “Public, Private andNon-Profit Collaboration: UnderstandingSocial Constructions and PublicParticipation in Transitioning HomelessYouth Off of the Streets,” Ph.D.

DELAWAREUniversity of Delaware

Aidoo, Abena A., “A Critical Assessmentof Tourism as a Development Strategy inGhana with Particular Emphasis onCultural Tourism and Ecotourism,” Ph.D.

Case, Jane, “Youth Risk Behavior andSchool Policy Implications: AnExploratory Study of Thirteen PublicElementary Schools in Delaware,” Ph.D

Fasano, Jr., Williams J., “Screening theCities of Tomorrow: An ExploratoryAnalysis of Urban Futures in ContemporaryCinema with Implications for UrbanPlanning and Policy Analysis,” Ph.D.

Luna, Marcos, “The Biomedicalization ofPublic Health and the Marginalization ofthe Environment: A Policy History fromthe Environment to the Hospital and BackAgain,” Ph.D.

DISTRICT OF COLUMBIAAmerican University

Garcia, Tanya, “Tug of War: Analyzingthe Impact of the U.S. “War on Drugs” onColumbian Policymaking,” Ph.D.

Kumar, Amit, “The Development ofHomeland Security Partnerships: AComparative Analysis from the FinancialSecurity Arena,” Ph.D.

Liebert, Saltanat, “The Interaction ofInformal and Formal Institutions: TheCase of Irregular Labor Migration fromKyrgyzstan to the United States,” Ph.D.

Small, Kevonne, “The Role of Anti-Human Trafficking CommunityPartnerships in the Identification of andResponse to Human Trafficking Victimsin the United States,” Ph.D.

Wang, Helena, “Common Interest vs. SelfInterest: Global Environment PublicGoods Provisions,” Ph.D.

FLORIDAFlorida Atlantic University

Choi, Sanghan, “A Conceptual Model ofthe Emergence of Shared Leadership: TheEffects of Organizational Structure, Culture,and Context Variables on Public EmployeePerceptions of Leadership,” Ph.D.

Stanisevskim, Dragan, “MulticulturalDiscourse: A Comparative Case Study ofGovernment Practices in Facilitation ofMulticultural Public Discourse in SouthFlorida,” Ph.D.

Florida State University

Andrew, Simon A., “Institutional Ties,Interlocal Contractual Arrangements, andthe Dynamic of MetropolitanGovernance,” Ph.D.

de la Cruz, Edgar Ramirez, “GrowthManagement by Land Use Regimes andDevelopment Permitting: ExplainingDelay in Land Use Development inFlorida,” Ph.D.

Jeong, Hong-Sang, “A Grounded Analysisof the Sensemaking Process of KoreanStreet-Level Fire Service Officials,” Ph.D.

Lassila, Nathan, “Examining theDeterminants of Charter SchoolExpansion and the Relationship to DistrictPerformance,” Ph.D.

Moore, Edwin, “Evaluating SelectedExamples of One State LegislativeChamber’s Processes from the Perspectiveof Learning Organization Theory,” Ph.D.

Onder, Murat, “How Local ConditionsAffect the Existence and Capacity of theNonprofit Sector: A Test of CompetingTheories,” Ph.D.

Pershin, Grigory, “Adoption of Policiesthat Permit Community Colleges to GrantBachelor Degrees in Florida andCalifornia: Frame Analysis,” Ph.D.

Roh, Joengho, “Organizational Form andService Quality: An Empirical Study onthe Effect of For-Profit, Nonprofit, andGovernment Organizations on NursingHome Quality,” Ph.D.

Sides, Jason, “A Government of our Own:The Politics of Local GovernmentCreation,” Ph.D.

Smith, Nevin, The Case of theCommercial Fisheries Constitutional NetBan Amendment in Florida: AnIllustration of the Impact of SpecialInterest Associations on InstitutionalChange,” Ph.D.

Tozzi, Melanie Hicks, “Generation andthe Psychological Contract: How CivilService Reform is Perceived by PublicSector Works,” Ph.D.

Vanlandingham, Gary, “A Voice Crying inthe Wilderness: Legislative OversightAgencies’ Efforts to Achieve Utilization,”Ph.D.

Word, Jessica, “A Structural Examinationof Collaborative Relations betweenNonprofit Organizations in the GreaterJacksonville Area,” Ph.D.

Yagmurcu, Abdulhamit, “Correlates of E-Government Use in CountyGovernments,” Ph.D.

Zhang, Yahong, “Local Official’sIncentives and Policy-Making: Throughthe Lens of the Politics-AdministrationRelationship,” Ph.D.

GEORGIAGeorgia Institute of Technology

Boardman, Paul, “University ResearchCenters and the Composition of University

Page 16 Education Supplement • October 2007 PA TIMES

2006-07 Doctoral Degrees AwardedFrom DOCTORAL DEGREES, pg. 15

See DOCTORAL DEGREES, pg. 17

Scientists’Academic Work,” Ph.D.

Oh, Eunjoo, “Project Organization,Diverse Knowledge, and InnovationSystems in the Korean Game SoftwareIndustries,” Ph.D.

Park, Hyun Jung, “A Study to DevelopStrategies for Proactive Water-LossManagement,” Ph.D.

Ponomariov, Branco, “Student Centralityin University–Industry Interaction,” Ph.D.

Zhang, Jingjing, “TechnologicalInnovation of Chinese Firms: IndigenousR&D, Foreign Direct Investment, andMarkets,” Ph.D.University of Georgia

Choi, Sung Joo, “Diversity and DiversityManagement in the U.S. FederalGovernment: Determinants and Outcomesof Diversity Management in FederalAgencies,” Ph.D.

Gess, Peter, “A Grand Experiment inPublic Lands Management:Responsiveness in the Valles CalderaNational Preserve,” Ph.D.

Lee, Jung Wook, “The PoliticalEnvironment of Public Organizations:Political Science, Structural Insulation,and Goal Ambiguity in U.S. FederalAgencies,” Ph.D.

Llorens, Jared, “Equity in State CivilService Systems: Examination of

Bureaucratic Representation, WageDiscrimination, and Public/Private WageGaps,” Ph.D.

Lu, Yi, “Performance Measurement andBudgeting Systems: The Perspective ofState Agencies,” Ph.D.

Park, Sung Min, “Antecedents, Mediators,and Consequences of Leadership,Motivation, and Managerial ReformSystems in the Public Sector: ThreePublic Management Research Studieswith Empirical Evidence from U.S.Federal and State Agencies,” P.D.

KANSASUniversity of Kansas

Matkin, David, “Corporations, StateAgencies, and the Management of StateCorporate Income Tax Incentives,” Ph.D.

MARYLANDUniversity of Maryland, BaltimoreCounty

Berlin, Michael M., “ImplementingCommunity Policing: Case Studies ofNew Haven, Connecticut and Richmond,Virginia,” Ph.D.

Fanning, Mary M., “Nonprofit HospitalServices, Property Tax Litigation, and theImpact of Litigants,” Ph.D.

Heaney, Joseph C., “Using the SituationalLeadership Model to Assess Teacher TaskReadiness: Policy Implications forEducational Reform in the Baltimore CityPublic School System,” Ph.D.

Heilman, Roberta, “Reassessing theSupply of Physicians: How Many DoctorsDoes Maryland Really Have?,” Ph.D.

Hong, Ge, “Differential Effects ofSubsidized Guardianship on PlacementStability for Children in Kinship Care,”Ph.D.

Gandy, Kathleen Marie House, “The Roleof Transfer Rates for Multi-MissionCommunity Colleges in Maryland,” Ph.D.

Kapustin, Jane, “Gestational Diabetes:Healthcare Provider Adherence to ClinicalPractice Guidelines,” Ph.D.

Kaufman, James M. “The Impact ofGenerosity of Medicaid PhysicianPayment Rates on Inpatient HospitalAdmissions: A Study of the Relationshipbetween Medicaid Physician PaymentRates and Inpatient Hospital Care,” Ph.D.

Kelly, III, Francis N., “Trends inDevelopment, Zoning Density, and theDemand for Transferable DevelopmentRights: A Case Study of MontgomeryCounty, Maryland,” Ph.D.

Regan, Audrey S., “Interpersonal Trust asan Associate Factor with Racial HealthDisparities among Adults with Diabetes,”Ph.D.

Rosu, Claudia A., “Race and PatientPerception of Interpersonal Processes ofCare: Women Diagnosed with BreastCancer,” Ph.D.

PA TIMES Education Supplement • October 2007 Page 17

2006-07 Doctoral Degrees AwardedFrom DOCTORAL DEGREES, pg. 16

See DOCTORAL DEGREES, pg. 18

Gainful Employment:Job Search Siteswww.publicservicecareers.orgASPA’s Online Career Centerallows students and other membersto post résumés, search a job data-base and even apply for jobs online.www.careersingovernment.comThis site offers nationwide listingsof jobs in government, educationand the public sector. Search for alisting containing specific keywords, or view a list of employersby state.www.govexec.com/jobs/Govexec.com/jobs/ offers a widerange of job-related resources andnews for potential federal employ-ees, including links to several fed-eral job portals. The site itself listsseveral federal job opportunities, aswell.

www.studentjobs.govThis website is the one-stop portalfor a range of employment opportu-nities for students within the federalgovernment, whether in highschool, college, or graduate school.www.usajobs.govThe official U.S. government jobsite, usajobs.opm.gov provides adatabase of over 14,000 federalemployment opportunities. The sitealso provides profiles of many fed-eral agencies, including detailsabout the types of jobs typicallyfound in those agencies.

Sadzewicz, Lisa D., “Diffusion ofInnovation: State Factors that Influencethe Spread of School Based MentalHealth Policies and Program,” Ph.D.

Snyder, Annette, “Factors Related to Non-Elderly Nursing Home Residents’Preferences and Opportunities forDeinstitutionalization in Maryland,” Ph.D.

Trent-Adams, Sylvia, “Access to Care andHealth Service Use for HIV-InfectedMinorities Before and After theImplementation of the Minority AIDSInitiative,” Ph.D.

Vicino, Thomas J., “Suburban Crossroads:An Analysis of Socioeconomic Change inBaltimore’s First-Tier Suburbs, 1970 to2000,” Ph.D.

Best, Sherece W., “Perceptions ofNeighborhood Environment and the CivicEngagement of Low-Income Caregiversin Five Urban Neighborhoods,” Ph.D.

Zhang, Kevin B., “Public InfrastructureSpending and Local ResidentialDevelopment: Evidence From a Panel ofMaryland Counties,” Ph.D.

MASSACHUSETTSHarvard University, John F. KennedySchool of Government

Calvo, Naomi, “How Parents ChooseSchools: A Mixed-Methods Study ofPublic School Choice in Seattle,” Ph.D.

Cao, Jing, “Essays on Environmental TaxPolicy Analysis: Dynamic ComputableGeneral Equilibrium Approaches Appliedto China,” Ph.D.

Feldman, Andrew, “What Works in Work-First Welfare?,” Ph.D.

Greig, Fiona, “Barriers to Advancement:Perspectives from Behavioral Economics,Negotiation and Gender Analysis,” Ph.D.

Ha, Wei, “Essays on EducationProduction in China and the US,” Ph.D.

Kilmer, Beau, “Essays on theConsequences of Drug Use and DrugTesting,” Ph.D.

Santos, Indhira, “Essays on NaturalDisasters and Household Income,” Ph.D.

Wagner, Gernot, “Essays onEnvironmental and Natural ResourceEconomics,” Ph.D.

Williams, Blair S., “Essays in LegislativeBehavior,” Ph.D.

Zhang, Fan, “Essays on Environmental,Energy, and Natural ResourceEconomics,” Ph.D.

MISSISSIPPIJackson State University

Brister, Theresa Snowden, “Evaluation ofthe Impact of Providing IllnessManagement Education to Caregivers ofChildren/Adolescents with EmotionalProblems,” Ph.D.

MICHIGANUniversity of Michigan, Ann Arbor

Howard, Tiffiany, “State Pressures and theForced Migrant: Evaluating Global StateFailure in an Effort to Ameliorate theConsequences of Forced Migration in theDeveloping World,” Ph.D.

Perez, Anthony, “Muddy Waters: TheFluidity and Complexity of Racial andEthnic Identification in the U.S.,” Ph.D.

Teodoro, Manuel, “BureaucraticAmbition: Professional Careers, PersonalMotives, and Policy Innovation,” Ph.D.Western Michigan University

Amspaugh, Michael Bennett, “Results ofEarly Implementation of GovernmentalAccounting Standards Board StatementNo. 34 in 15 Ohio School Districts,” DPA

deSonia, Amy Sue, “An Evaluative Modelfor Incorporating Diversity Training intoTeaching Preparation,” Ph.D.

Hacker, Anne Julie, “UnintendedConsequences in Public Policy:Formulation and Implementation ofMichigan’s Safe Delivery of NewbornsLaw,” Ph.D.

Higbea, Raymond Jay, “NongovernmentalProgram Replication and Implementation:What Can Community-Based Programs toSupport the Uninsured Learn from OtherCommunities,” Ph.D.

Kariuki, Peter Kiiru, “The Challenges ofImplementing Privatization Reform

Program of State-Owned Enterprises inKenya,” Ph.D.

Korpela, Craig, “The Cover-Up is MoreDamaging than the Sin: Sexual Scandals atthe Cabinet and Sub-Cabinet Levels,” Ph.D.

Rich, David L., “A Heuristic Study of theDecision to Privatize Local GovernmentServices,” DPA

Walters, James J., “Funding Michigan K-12 Educational Adequacy withoutRewarding Inefficiency,” Ph.D.

NEW JERSEYRutgers University, Newark

Kim, Younhee, “A Multi-DimensionalModel of Public Entrepreneurship,” Ph.D.

Kolby, Kathryn, “Lost in Translation:Stakeholder Views of Accountability,“Ph.D.

Ndoro, Tendai, “Strategy &Organizational Sustainability inIntermediary Nonprofit Organizations:Understanding the RevenueDiversification Strategic Actions ofManagerial Leadership in the SmallBusiness Development Centers (SBDCs),”Ph.D.

Ozurumba, Chimezie, “Gambling Taxesand State Budgets: Does Taxing CorporateCasinos Improve the Quality of FiscalSystems?,” Ph.D.

Page 18 Education Supplement • October 2007 PA TIMES

2006-07 Doctoral Degrees AwardedFrom DOCTORAL DEGREES, pg. 17

See DOCTORAL DEGREES, pg. 19

Division of Graduate & Continuing Education

GoBackNow.com · (413) 572-8020

Make a difference.Master of Public Administration

with concentrations inCriminal Justice Administration · Non-Profit Management

Community Planning, Development & Management

D te & Conauivision of Grad tionucantinuing Ed

NEW YORKNew York University

Aguiar, Frederico Campos Guanais,“Evaluating the Health Impacts ofPrimary Care Decentralization in theContext of a Developing Country,” Ph.D.

Dillman, Keri-Nicole, “InvestigatingNonprofit and For-Profit SubsidizedHousing Developers in New York City,”Ph.D.

Silver, Diana, “My Baby Takes theMorning Train: An Investigation ofMetropolitan Interdependence,” Ph.D.Syracuse University

Ahn, Michael Ji-Sung, “Politics of E-Governance,” Ph.D.

Getha-Taylor, Heather, “Specifying andTesting a Model of CollaborativeCapacity: Identifying ComplementaryCompetencies, Incentive Structures, andLeadership Lessons for the U.S.Department of Homeland Security,” Ph.D.

Lee, Jooho, “Exploring KnowledgeNetworks for E-Government Services: AComparative Case Study of Two LocalGovernments in Korea,” Ph.D.

Ni, Ya (Anna), “Managing InformationSystems in State and Local Governments:Essays on E-government ServiceOutsourcing and Adoption,” Ph.D.

Wang, Wen, “Two Essays: State BuildingAid and School District Response andDeterminants of Pay-As-You-Go Financingof State Capital Projects,” Ph.D.

NORTH CAROLINANorth Carolina State University

Dolcos, Sanda, “Work-Family Conflict,Job Satisfaction, OrganizationalCommitment: A Comparative Analysis ofPublic and Private Sectors,” Ph.D.

Kasten, Jennifer, “Determinants ofOrganizational Change: The Impact ofMarket and Institutional Forces onCompliance with Federal Regulations,”Ph.D.

Prosseda, Kathleen, “Synchronous OnlineCitizen Panels: Effects of Process,Deliberation, Consensus, and DecisionConfidence on Panelist Satisfaction,” Ph.D.

Raines, Julie, “Ethics, Integrity and PoliceMisconduct: Analyzing EthicalAwareness, Standards and Action of LawEnforcement Officers in the UnitedStates,” Ph.D.

Rogers, Martha, Explaining PerformanceMeasurement Utilization and Benefits: AnExamination of PerformanceMeasurement Practices in LocalGovernment,” Ph.D.

OHIOThe Ohio State University

Elliot, Amy, “An Analysis ofParticipation, Quality of Care and

Efficiency Outcomes of an Inter-Organizational Network of NursingHomes,” Ph.D.

Hultquist, Andy, “An Evaluation andComparison of Geographically TargetedEconomic Development Programs in Ohioand Piedmont, Italy,” Ph.D.

Kim, Yushim, “Analysis for AdaptiveComplex Public Enterprises,” Ph.D.

Petras, Tricia, “Measuring the Effects ofPerceptions of Crime on NeighborhoodQuality and Housing Markets,” Ph.D.

Rosen, Jeff, “An Exploration of PerceivedDecision Making Influence for Teachersin Public Schools: Relationship betweenInfluence, Charter Schools, and SchoolPerformance,” Ph.D.

OREGONPortland State University

Sulick, Brenda A., “Media Framing of theSocial Security Privatization Debate(1993-2004),” Ph.D.

Whitall, Debra R., “Network Analysis of aShared Governance System,” Ph.D.

PENNSYLVANIACarnegie Mellon University

Chakravarty, Sujoy, “Three Essays inIndustrial Organization of Health Care:Exploring Entry, Exit, and OwnershipEffects,” Ph.D.

Kolesnikova, Natalia, “Three Essays onLocal Labor Markets,” Ph.D.

Xu, Hao, “Three Essays of EconomicsModels of the Internet,” Ph.D.

Zheng, Kai, “Design, Implementation,User Acceptance, and Evaluation of aClinical Decision Support System forEvidence-Based Medicine Practice,” Ph.D.

TENNESSEETennessee State University

Gibran, Joan, “RepresentativeBureaucracy and Active Representation: AMissing Link Explored,” Ph.D.

Montgomery, Michael, “Probation andParole Supervision Styles andRecidivism,” Ph.D.

Schutz, Gregory, “The Impact ofEducational Experience on StudentPersistence at Six Public Universities,”Ph.D.

VIRGINIAGeorge Mason University, School ofPublic Policy

Agarwal, Vertica, “The Impact of TradeLiberalization on Income Inequality: AStudy of India,” Ph.D.

Coleman, John J., “ControllingPrescription Drug Abuse by Design,” Ph.D.

Fletcher, Charles V., “Politics and MilitaryBase Closures,” Ph.D.

Harpel, Ellen D., “The Role ofProfessional and Business Services in

PA TIMES Education Supplement • October 2007 Page 19

2006-07 Doctoral Degrees AwardedFrom DOCTORAL DEGREES, pg. 18

See DOCTORAL DEGREES, pg. 21

Metropolitan Economics,” Ph.D.

Hoffman, Linda E., “CollaboratingVirginia Welfare and WorkforceServices,” Ph.D.

Kuiler, Erik W., “The Search forEudaimomia: An Analysis of InternationalDevelopment, Migration, and GenderEquality,” Ph.D.

Narel, James L., “Humanitarian andMilitary Organizational Cultures and theChallenges of Contemporary ComplexEmergencies,” Ph.D.

Salazar, Maria E., “Local EconomicDevelopment in Mexico: A ComparativeStudy of the Methods and Goals of Local,State and Federal Economic DevelopmentAgencies,” Ph.D.

Watkins, Shanea J., “The Effect of CharterSchools on Academic Achievement andAchievement Gaps,” Ph.D.Virginia Commonwealth University

Al-Shawairkh, Abdulkariem S.,“Perceptions of the Saudi StudentsAttending American Universities towardsthe New Saudi Mandatory CooperativeHealth Insurance Program (MCHIP),” Ph.D.

Dawson, Brenda Cherie, “Determinants ofCollege Students’ Felon Voting Opinions:A Political Socialization Approach,” Ph.D.

Demirci, Suleyman, “ExaminingSpatiotemporal Change in NeighborhoodCrime Using Social Disorganization as a

Theoretical Framework: A 10-YearAnalysis of Homicide in the City ofRichmond, VA,” Ph.D.

FitzPatrick, Susan A., “The Muse in theClassroom: Some Effects on U.S.Nonprofit Arts Organizations ofPartnering with Schools,” Ph.D.

Footen, Nicole K., “The Making of theTrafficking Victims Protection Act of2000: Viewed Through the Lens of theAdvocacy Coalition Framework,” Ph.D.

Gruss, Stephanie M., “Is Safe HavenLegislation an Efficacious PolicyResponse to Infant Abandonment: ABiopsycho Social Profile of the TargetPopulation,” Ph.D.

Huff, Richard F., “Achieving HighPerformance in Local Government: LinkingGovernment Outcomes with HumanResource Management Practices,” Ph.D.

Jain, Chaya R., “The Post-9/11 FederalHomeland Security Strategy and theAdoptive Capacity of Public AdministrationTheory and Practice,” Ph.D.

Koseli, Mutlu, “Poverty, Inequality andTerrorism Relationship in Turkey,” Ph.D.

McClinton, Lynell H., “MeasuringHispanic/Latino Satisfaction with HealthServices in Chesterfield County,Virginia,” Ph.D.

Ozen, Imdat, “Impact of EU’s Decisionson Euro-skepticism of Two TurkishNationalist and Religious PeripheralParties,” Ph.D.

Ryan, Caitlin C., “The Ins and Outs ofSchool Provider Literature: A Multi-YearContent Analysis on LGBT Youth,” Ph.D.

Thomas, Dana-Marie, “The Influence ofPerceptions and Experiences of RacialDiscrimination on Body Mass Index(BMI) among the Black Women’s HealthStudy Cohort,” Ph.D.

Trent, Dietra Y., “Public PolicyPreferences and Political Attitudes:Exploring the Generation Divide AmongAfrican Americans,” Ph.D.

Simsek, Yilmaz, “Impact of Terrorism onMigration Patterns in Turkey,” Ph.D.

Williams, Felicia D., “Study Abroad andCarnegie Doctoral/Research ExtensiveUniversities: Preparing Students fromUnder-represented Racial Groups to Livein a Global Environment,” Ph.D.

Williams, Thomas W., “Sinking PoorDecision-Making with Best Practices: ACase Study of Artificial Reef Decision-making in the Florida Keys,” Ph.D.

PA TIMES Education Supplement • October 2007 Page 21

2006-07 Doctoral Degrees AwardedFrom DOCTORAL DEGREES, pg. 19

Getting that Government JobPublicServiceCareers.orgNASPAA, ASPA & APPAM have puttogether this site for job seekers (andemployers) at all levels of experi-ence. Inside you will discover careeradvice/articles, personal profiles onaccomplished public servants, infor-mation on graduate degrees (MPA &MPP), as well as information on keyevents in the world of public service.

YoungFeds.orgYoungFeds.org is your home for theviews and voices that matter toyoung people working in and aroundthe federal government. Read editori-als, advice, profiles and interviewson subjects that affect your work andyour life.

USA.govResources for job seekers; includesfederal and military service, volunteerand internship opportunities, and more.

Students.govAn official U.S. government websitedesigned for college students andtheir families, the links come fromsuggestions made by students, par-ents, teachers and others who knowfirst-hand what information will bemost helpful during the transition tolife beyond high school.

Workforamerica.comDiscover a wealth of information onthe hiring process, benefits, agencyprofiles, and special interest jobs. Orread the latest news from ourFeatured Government Employers.

The Commission on Peer Review andAccreditation is recognized by theCouncil on Higher EducationAccreditation (CHEA) as a specializedaccrediting agency and authorized toaccredit masters degree programs in pub-lic affairs and administration.

In 1977, member institutions of theNational Association of Schools of PublicAffairs and Administration (NASPAA)voted to adopt a program of voluntary peerreview evaluation of masters degrees ordegree programs in public affairs andadministration. That same year, the associa-tion adopted Standards for ProfessionalMasters Degree Programs in Public Affairs,Policy and Administration. Peer review wasinitiated by the member institutions to facil-itate the continuing development and quali-ty of public service education.

In 1983, the members of the associationvoted to apply to the Council onPostsecondary Accreditation (COPA), tobecome recognized as a specializedaccrediting agency to accredit mas-ter/masters degrees in public affairs andadministration. On October 3, 1986, theBoard granted NASPAA recognition as aspecialized accrediting agency. In 1993,COPA was disbanded and replaced by theCommission on Recognition ofPostsecondary Accreditation. In 1996,CORPA was disbanded and replaced bythe Council on Higher EducationAccreditation (CHEA). NASPAA’sCommission on Peer Review and

Accreditation was recognized by CHEAin 2003 for a period of 10 years.

The review/accreditation process com-bines program self-study, review by theCommission on Peer Review andAccreditation, and a two to three daycampus visit by a COPRA appointed sitevisit team. The review/accreditation cyclebegins each year on August 15, with thesubmission of a self-study report. In June,the Commission meets for a final reviewsession and determines if a program is inconformity with the standards.Subsequently, the Commission publishesan Annual Roster of Accredited Programs.

NASPAA's membership consists of 254member institutions, which offer under-graduate and graduate degrees in publicaffairs and administration. Of the totalnumber of programs eligible to participatein peer review, 158 programs at 151schools (59 percent of member institu-tions) have been accredited.

Site Evaluation YearsThe years appearing immediately follow-ing the institutional name indicates theprojected academic year for the next regu-larly scheduled review. (For example, ifthe year indicates “200607,” then the self-study would be submitted by August 15 of2006, the site visit would take placesometime between January and April of2007, and the accreditation decisionwould be made by the Commission inJune of 2007.) This year identification

does not preclude the Commission fromauthorizing a site evaluation prior to thedesignated year.

January 1 UpdateThe Roster is updated on January 1of each year to reflect actions taken bythe Commission between September andJanuary, such as the granting of aone-year delay in the review of a pro-gram. It is also updated to reflect namechanges of the school or program, and anyclerical corrections.

The following information was providedto the PA TIMES Education Supplementby NASPAA. All questions regarding thelist should be directed to NASPAA at202-628-8965 or www.naspaa.org.

AlabamaAuburn University at AuburnMPA Programmedia.cla.auburn.edu/polisci/index.cfm

Auburn University at MontgomeryDept. of Political Science & Public Adminwww.aum.edu/pspa

The University of at BirminghamDepartment of Governmentwww.sbs.uab.edu/Depts/Govt/programs/mpa/mpa.html

The University of , TuscaloosaDept. of Political Sciencewww.as.ua.edu/psc/grad.htm

Troy UniversityMaster of Public Administration Programwww.troy.edu

Jacksonville State UniversityDept. of Political Science and Public Administration

www.jsu.edu/depart/polsci/

AlaskaUniversity of Alaska AnchorageDept of Public Administrationwww.cbpp.uaa.alaska.edu/pubadmin.asp

University of Alaska SoutheastMPA Programwww.uas.alaska.edu/som/mpa/

ArizonaArizona State UniversitySchool of Public Affairsspa.asu.edu

The University of ArizonaSchool of Public Administration & Policypublicadmin.eller.arizona.edu

University of Arkansas Clinton Schoolof Public Servicewww.clintonschool.uasys.edu

ArkansasArkansas State UniversityDept of Political Sciencepolsci.astate.edu/

University of Arkansas, FayettevilleDepartment of Political Scienceplsc.uark.edu/grad/

University of Arkansas at Little RockInstitute of Governmentwww.ualr.edu/iog/

CaliforniaCalifornia State Polytechnic UniversityPolitical Science Departmentwww.class.csupomona.edu/pls/

Page 22 Education Supplement • October 2007 PA TIMES

Annual Roster of NASPAA Accredited Programs

See NASPAA SCHOOLS, pg. 23

California State University, BakersfieldDept. of Public Policy & Administrationbpa.csub.edu/

California State University, ChicoDept. of Political Sciencewww.csuchico.edu/pols/

California State University, DominguezHillsDept. of Public Administrationsom.csudh.edu/

California State University, FresnoDepartment of Political Sciencewww.csufresno.edu/gradstudies/narratives/publicad-prog.htm

California State University, FullertonPolitical Science Departmenthss.fullerton.edu/polisci/MPA/index.asp

California State University, East BayDept of Public Affairs and Administrationwww.csueastbay.edu/

California State University, Long BeachGrad Center for Public Policy & Administrationwww.csulb.edu/colleges/chhs/departments/ppa/

California State University, Los AngelesDept of Political Sciencewww.calstatela.edu/dept/pol_sci/MSPA1.html

California State University, SanBernardinoDept. of Public Administrationwww.csusb.edu/

California State University, StanislausMaster of Public Administrationweb.csustan.edu/ppa/index.html

Golden Gate UniversityEdward S. Ageno School of Businesswww.ggu.edu/academic_programs/public_administra

tion

Naval Postgraduate SchoolGraduate School of Business and Public Policywww.nps.navy.mil/gsbpp/

San Diego State UniversitySchool of Public Affairswww.sdsu.edu/

San Jose State UniversityMPA Program, Department of Political Sciencewww.sjsu.edu/depts/PoliSci/mpa/

University of Southern CaliforniaMaster of Public Administration Programwww.usc.edu/schools/sppd

San Francisco State UniversityDept. of Public Administrationbss.sfsu.edu/~mpa

The Monterey Institute of InternationalStudiesGraduate School of International Policy Studiespolicy.miis.edu/

University of La VerneDepartment of Public Administrationwww.ulv.edu

California State University, NorthridgeDept. of Political Sciencewww.csun.edu/~hcpol009/

University of San FranciscoCollege of Professional Studieswww.cps.usfca.edu/

University of California at BerkeleyRichard & Rhoda Goldman Sch. of Pub. Policygspp.berkeley.edu/

University of California, Los Angeles(UCLA)School of Public Affairswww.spa.ucla.edu/dpp

California State University, SacramentoDepartment of Public Policy and Administration

www.csus.edu/ppa/

Pepperdine UniversitySchool of Public Policypublicpolicy.pepperdine.edu

Pardee Rand Graduate Schoolwww.prgs.edu

ColoradoUniversity of Colorado at DenverSchool of Public Affairswww.spa.cudenver.edu

ConnceticutUniversity of ConnecticutDepartment of Public Policywww.dpp.uconn.edu

University of New HavenDepartment of Public Managementwww.newhaven.edu

DelewareSchool of Urban Affairs & PublicPolicywww.udel.edu/suapp

FloridaFlorida Atlantic UniversitySchool of Public Administrationwww.fau.edu/spa

Florida International UniversityColl of Health and Urb Aff, Sch of Social Work, Pol& Mgmtchua.fiu.edu/

Florida State UniversityAskew Sch. of Pub. Adm. & Policyaskew.fsu.edu

Nova Southeastern UniversityHuizenga School of Bus. & Entrepreneurshipwww.huizenga.nova.edu/

University of Central FloridaDept. of Public Administrationwww.cohpa.ucf.edu/pubadm/index.cfm

University of MiamiMPA Programwww.miami.edu

University of North FloridaDept. of Pol. Sci. & Pub. Adm.www.unf.edu/coas/polsci-pubadmin/

University of South FloridaPub Adm Program, SOC398www.cas.usf.edu/pad/index.html

University of West FloridaDept. of Adm./Justice Studieswww.uwf.edu

Florida Gulf Coast UniversityDivision of Public Affairscps.fgcu.edu/pa

GeorgiaClark Atlanta UniversityDepartment of Public Administrationwww.cau.edu

Georgia Southern UniversityDepartment of Political Science and PublicAdministrationclass.georgiasouthern.edu/mpa/

Georgia State UniversityAndrew Young School of Policy Studiesaysps.gsu.edu

Savannah State UniversityDept of Political Science, Public Adm and UrbanStudieswww.savstate.edu/

The University of GeorgiaSchool of Public and International Affairswww.uga.edu/padp

PA TIMES Education Supplement • October 2007 Page 23

Roster of NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 22

See NASPAA SCHOOLS, pg. 24

Albany State UniversityDept of History, Political Science & PublicAdministrationasuweb.asurams.edu/asu/

University of West GeorgiaDepartment of Political Sciencewww.westga.edu/~polisci/mpa

Augusta State UniversityDepartment of Political Sciencewww.aug.edu/mpa

Georgia College & State UniversityDepartment of Government and Sociologywww.gcsu.edu/graduate/gradpages/publicadministration.html

Valdosta State UniversityDept. of Political Sciencewww.valdosta.edu/pa/

Columbus State UniversityDept. of Political Sciencepolsci.colstate.edu

Georgia Institute of TechnologySchool of Public Policywww.spp.gatech.edu/

Kennesaw State UniversityDept. of Political Science and International Affairswww.kennesaw.edu/pols

HawaiiUniversity of HawaiiPublic Administration Programwww2.soc.hawaii.edu/puba

IdahoBoise State UniversityDept. of Public Policy and Administrationppa.boisestate.edu/

Idaho State UniversityDepartment of Political Sciencewww.isu.edu/departments/polsci

IllinoisGovernors State UniversityCollege of Business and Public Administrationwww.govst.edu

University of Illinois at SpringfieldCollege of Public Affairs and Administrationwww.uis.edu/PAA.html

Southern Illinois University,CarbondaleDept of Political Sciencewww.siu.edu/departments/cola/polysci/mpa/index.htm

Southern Illinois University atEdwardsvilleDept of Pub Adm & Pol. Analysissiue.edu/PAPA/

The University of ChicagoHarris School of Public Policy Studiesharrisschool.uchicago.edu/

The University of Illinois at ChicagoGraduate Program in Public Administrationwww.uic.edu/cuppa/pa

Illinois Institute of TechnologyGraduate Program in Public Administrationwww.iit.edu/~mpa/

Northern Illinois UniversityDivision of Public Administrationwww.mpa.niu.edu

DePaul UniversityPublic Services Graduate Programwww.publicservice.depaul.edu/

IndianaIndiana State UniversityDept. of Political Scienceweb.indstate.edu/polisci/

Indiana University, BloomingtonSchool of Public & Environmental Affairswww.spea.indiana.edu

Indiana University-Purdue UniversityIndianapolisSchool of Public and Environmental Affairswww.spea.iupui.edu

Indiana University, NorthwestSchool of Public & Environmental Affairswww.iun.edu/~speanw/

Indiana University, South BendSchool of Public and Environmental Affairswww.iusb.edu/~sbspea/

Indiana University-Purdue University,Ft. WayneDivision of Public & Environmental Affairswww.ipfw.edu/spea/

Ball State UniversityDepartment of Political Sciencewww.bsu.edu/politicalscience

IowaDrake UniversityCollege of Business & Public Administrationwww.cbpa.drake.edu

Iowa State UniversityDepartment of Political Sciencempa.las.iastate.edu/

The Upper Iowa UniversityMaster of Public Administration Programwww.uiu.edu/catalogs/eu/grad_mpa_1.html

KansasKansas State UniversityDept. of Political Sciencewww.k-state.edu/polsci/

The University of KansasDept of Public Administrationwww2.ku.edu/~kupa/

Wichita State UniversityHugo Wall Sch of Urb & Pub Affairshws.wichita.edu/

KentuckyEastern Kentucky UniversityDepartment of Governmentwww.government.eku.edu

Kentucky State UniversitySchool of Public Administrationwww.kysu.edu/colleges_schools/cps/school_of_public_admin/

University of KentuckyMartin School of Pub. Pol. & Adm.www-martin.uky.edu/

University of LouisvilleSchool of Urban and Public Affairssupa.louisville.edu/mpa.htm

Western Kentucky UniversityDepartment of Governmentwww.wku.edu/Dept/Academic/AHSS/Government/govt.htm

Northern Kentucky UniversityDept. of Political Science and Criminal Justicewww.nku.edu/~mpa/

LouisianaGrambling State UniversityDept. Political Science and Public Adminwww.gram.edu

Louisiana State UniversityPublic Administration Institutewww.lsu.edu

Southern University and A&M CollegeNelson Mandela Sch. of Pub. Policy and UrbanAffrs.www.subr.edu

Page 24 Education Supplement • October 2007 PA TIMES

Roster of NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 23

See NASPAA SCHOOLS, pg. 25

University of New OrleansCollege of Urban and Public Affairswww.uno.edu

MaineUniversity of MaineDept of Public Administrationwww.umaine.edu/pubadmin

University of Southern MaineEdmund S. Muskie School of Public Servicewww.muskie.usm.maine.edu

The University of Maine at AugustaDept. of Public Administrationwww.uma.edu/

MarylandUniversity of BaltimoreDept. of Govt. & Public Adm.www.ubalt.edu/cla_template.cfm?page=1489

University of Maryland, BaltimoreCountyDepartment of Public Policywww.umbc.edu/pubpol

University of Maryland, College ParkSchool of Public Policywww.puaf.umd.edu

Johns Hopkins UniversityInstitute for Policy Studiesips.jhu.edu/

MassachusettsClark UniversityCollege of Professional and Continuing Educationwww.copace.clarku.edu

Harvard UniversityJFK School of Governmentwww.ksg.harvard.edu

Northeastern UniversityDepartment of Political Sciencewww.polisci.neu.edu/

Suffolk UniversityDept of Public Managementwww.business.suffolk.edu/

University of Massachusetts, AmherstCenter for Public Policy and Administrationwww.masspolicy.org

Bridgewater State CollegeDept. of Political Sciencewww.bridgew.edu/PoliSci/

University of Massachusetts at BostonMcCormack Graduate School of Policy Studieswww.mccormack.umb.edu

Westfield State CollegeDepartment of Political Sciencewww.wsc.ma.edu/dgce

MichiganCentral Michigan UniversityDepartment of Political Sciencewww.chsbs.cmich.edu/political_science/mpa/

Oakland UniversityMaster of Public Administration Programwww2.oakland.edu/mpa/

The University of Michigan - DearbornSchool of Educationumd.umich.edu

Wayne State UniversityDept. of Political Sciencewww.cla.wayne.edu/polisci/mpa/MPAintro.htm

Western Michigan UniversitySchool of Pub Affrs & Admwww.wmich.edu/spaa/

Eastern Michigan UniversityMPA Programwww.emich.edu/public/polisci/pubad/about.htm

Grand Valley State UniversitySch of Pub & Nonprofit Admwww.gvsu.edu/spna

University of Michigan, Ann ArborGerald R. Ford School of Public Policywww.fordschool.umich.edu/

Northern Michigan UniversityDept. of Political Science and Public Administrationwww.nmu.edu/mpa/

MinnesotaHamline UniversityGraduate School of Public Administration &Managementwww.hamline.edu/gsm

University of MinnesotaHumphrey Institute of Public Affairswww.hhh.umn.edu

Walden UniversitySchool of Managementwww.waldenu.edu

MississippiJackson State UniversityDept of Public Policy & Admwww.jsums.edu

Mississippi State UniversityDept. of Political Science and Public Adm.www.msstate.edu/Dept/PoliticalScience/

Mississippi Valley State UniversityDepartment of Public Policy & Administrationwww.mvsu.edu

MissouriSt. Louis UniversityDept. of Public Policy Studieswww.slu.edu/colleges/cops/pps/index.html

Missouri State UniversityMPA Programpolsci.missouristate.edu/mpa/MPA.htm

University of Missouri-ColumbiaHarry S Truman School of Public Affairswww.truman.missouri.edu

The University of Missouri-Kansas CityCookingham Institute of Public Affairswww.bloch.umkc.edu/cookingham/index.htm

University of Missouri-St. LouisPublic Policy Administration Masters Programwww.umsl.edu/divisions/graduate/mppa

Park UniversityHauptmann School of Public Affairswww.park.edu/MPA/index.asp

NebraskaUniversity of Nebraska at OmahaSchool of Public Administrationwww.mpa.unomaha.edu

NevadaUniversity of Nevada, Las VegasGreenspun College of Urban Affairswww.unlv.edu

New HampshireUniversity of New HampshireDepartment of Political Sciencewww.unh.edu/political-science

New JerseyFairleigh Dickinson UniversityPublic Administration Institutewww.fdu.edu/centers/pai.html

Kean UniversityPublic Administration Dept.www.kean.edu

Princeton UniversityWoodrow Wilson School of Public & InternationalAffairs

PA TIMES Education Supplement • October 2007 Page 25

Roster of NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 24

See NASPAA SCHOOLS, pg. 27

The University of Akron is an Equal Education and Employment Institution © 2003

Interested in furthering your career? Do you want to provide better services to the public? Perhaps you justwant to develop a better civic perspective.

We offer programs and degrees that can fit your needs.Akron is Ohio’s fifth largest city, and our downtown location makes us an ideal location to pursue your goals.

NASPAA-accredited program

• Certificates in Public Management• MA in Urban Studies• MPA• PhD in Urban Studies and Public Affairs

Discover the Akron Advantage for yourself.www.uakron.edu/colleges/artsci/depts/paus/index.php330-972-7618

Department of Public Administration and Urban Studies

www.wws.princeton.edu/

Rutgers University, CamdenGraduate Department of Public Policy &Administrationwww.camden.rutgers.edu/dept-pages/pubpol/

Rutgers University, NewarkSchool of Public Affairs and Administrationspaa.newark.rutgers.edu/

Rutgers, The State University of NewJerseyEdward J. Bloustein School of Planning and PublicPolicywww.policy.rutgers.edu

Seton Hall UniversityCenter for Public Serviceartsci.shu.edu/gdpha/

New MexicoNew Mexico State UniversityMPA Programwww.nmsu.edu

The University of New MexicoSchool of Public Administrationwww.unm.edu/~spagrad

New YorkBaruch College/City University of NewYorkSchool of Public Affairswww.baruch.cuny.edu/spa

Columbia UniversitySchool of International and Public Affairswww.sipa.columbia.edu

John Jay College of Criminal Justice,CUNYDepartment of Public Management

web.jjay.cuny.edu/~pub-mgt/

Long Island University, BrooklynCampusSchool of Business, Public Admin and InformationScienceswww.brooklyn.liu.edu/sbpais/index.html

Long Island University, C.W. PostCampusDept of Health Care & Pub Admwww.cwpost.liu.edu/cwis/cwp/colofman/public/pub_admin.html

Marist CollegeMPA Programwww.marist.edu/management/mpa/

Medgar Evers College of the CUNYDept. of Public Administrationwww.mec.cuny.edu/academic_affairs/departments.asp

Milano The New School forManagement and Urban Policywww.newschool.edu/milano/

New York UniversityWagner Grad Sch of Pub Servwww.nyu.edu/wagner/

Pace UniversityPublic Administrationwww.pace.edu/dyson/mpa

University at Albany, SUNYDepartment of Public Administration and Policywww.albany.edu/rockefeller

Binghamton UniversityMPA Programmpa.binghamton.edu

SUNY College at BrockportDepartment of Public Administrationwww.brockport.edu/pubadmin

Syracuse UniversityDept of Public Administrationwww.maxwell.syr.edu

Cornell UniversityInstitute for Public Affairswww.cipa.cornell.edu

Metropolitan College of New YorkMPA Programwww.metropolitan.edu/publicaffairs/welcomecrookendale.php

North CarolinaAppalachian State UniversityDept. of Pol. Sci. & Criminal Justicempa.appstate.edu

Duke UniversitySanford Institute of Public Policywww.pubpol.duke.edu

East Carolina UniversityDepartment of Political Sciencewww.ecu.edu/polsci/mpa/index.html

North Carolina Central UniversityPublic Adm Deptweb.nccu.edu/artsci/publicadmin/html/mpa.html

North Carolina State UniversityDepartment of Public Administrationwww.chass.ncsu.edu/pa/index.html

The University of North Carolina atChapel HillMaster of Public Administration Programwww.mpa.unc.edu

The University of North Carolina atCharlotteDepartment of Political Sciencewww.mpa.uncc.edu

The University of North Carolina atGreensboroDepartment of Political Sciencewww.uncg.edu/psc/mpa/

Western Carolina UniversityDepartment of Political Science & Public Affairspaws.wcu.edu/ccooper

The University of North Carolina atPembrokeMaster of Public Administrationwww.uncp.edu/mpa/

University of North Carolina,WilmingtonDepartment of Public and International Affairswww.uncwil.edu/mpa

North DakotaUniversity of North DakotaDept. of Political Sciencebusiness.und.edu/dept/pols/

OhioBowling Green State UniversityMaster's Program in Public Admin and Intl Affairswww.bgsu.edu/departments/pols/MPA%20program.htm

Cleveland State UniversityMaxine Goodman Levin College of Urban Affairsurban.csuohio.edu

Kent State UniversityDept of Political Sciencedept.kent.edu/mpa/

The Ohio State UniversitySchool of Public Policy & Mgmtwww.glennschool.osu.edu

Ohio UniversityDept. of Political Sciencewww.ohio.edu/pols/

The University of AkronDept. of Public Adm. and Urban Studieswww.uakron.edu/colleges/artsci/depts/paus/

University of DaytonDepartment of Political Sciencewww.udayton.edu/~mpa

PA TIMES Education Supplement • October 2007 Page 27

Roster of NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 25

See NASPAA SCHOOLS, pg. 29

NASPAAACCREDITED

The University of ToledoDept. of Pol Sci & Pub Admwww.politicalscience.utoledo.edu/grad/mpa.htm

Wright State UniversityPublic Administration Programwww.wright.edu/cupa/department.htm

OklahomaThe University of OklahomaPolitical Science Departmentwww.ou.edu/cas/psc/

OregonPortland State UniversityDivision of Public Administrationwww.hatfieldschool.pdx.edu/PA/pub_admin.php

University of OregonDept. of Planning, Public Policy & Managementpppm.uoregon.edu/

Willamette UniversityAtkinson Graduate School of Managementwww.willamette.edu/mba

PennsylvaniaCarnegie Mellon UniversityHeinz Sch of Pub Pol & Mgmtwww.heinz.cmu.edu

Marywood UniversityDept of Nursing and Public Administrationwww.marywood.edu

The Pennsylvania State University atHarrisburgSchool of Public Affairswww.cl.psu.edu/spa/

Shippensburg UniversityDept of Political Sciencewww.ship.edu

University of PittsburghGraduate School of Public and International Affairswww.gspia.pitt.edu

The University of PennsylvaniaFels Institute of Governmentwww.sas.upenn.edu/fels/

Villanova UniversityDepartment of Political Sciencewww.gradartsci.villanova.edu/mpa

Widener UniversityGovernment & Politics Dept.www.widener.edu/mpa

Pureto RicoUniversity of Puerto RicoGraduate School of Public Administrationwww.upr.edu/home1200.html

Rhode IslandBrown UniversityTaubman Center for Public Policywww.brown.edu/Departments/Taubman_Center/

University of Rhode Island and RhodeIsland CollegePolitical Science Department, Rhode Island Collegewww.uri.edu

South CarolinaCollege of CharlestonJoseph P. Riley Inst. for Urban Affairs & Pol.Studieswww.cofc.edu/~puba

University of South CarolinaDepartment of Political Sciencewww.cas.sc.edu/poli/grad/mpa.html

Clemson UniversityDepartment of Political Sciencewww.clemson.edu

South DakotaThe University of South DakotaDept. of Political Sciencewww.usd.edu/polsci/

TennesseeThe University of MemphisDivision of Public and Nonprofit Administrationpadm.memphis.edu

Tennessee State UniversityInstitute of Governmentwww.tnstate.edu/IOG

The University of Tennessee atChattanoogaDept. of Political Sciencewww.utc.edu/Academic/MPA

The University of Tennessee, KnoxvilleDepartment of Political Scienceweb.utk.edu/~polisci/

East Tennessee State UniversityMPA Programbusiness.etsu.edu/grad/mpa.htm

TexasUniversity of Texas, Pan AmericanMasters of Public Administration Programwww.panam.edu/dept/polsci/

Texas State University - San MarcosDept. of Political Sciencewww.polisci.txstate.edu/public_administration/

Texas A&M UniversityBush School of Government and Public Servicebush.tamu.edu/home/

Texas Tech UniversityDepartment of Political Sciencewww.mpa.pols.ttu.edu

University of Houston, Central CampusPublic Administration Programwww.polsci.uh.edu/mpa/degree_mpa.html

University of North TexasDept. of Public Administrationwww.padm.unt.edu/

The University of Texas at ArlingtonSchool of Urban and Public Affairswww.uta.edu/supa/

The University of Texas at AustinLBJ School of Public Affairswww.utexas.edu/lbj/

The University of Texas at DallasSchool of Social Scienceswww.utdallas.edu/dept/socsci

The University of Texas at El PasoInstitute for Policy and Economic Developmentorganizations.utep.edu/iped

The University of Texas at San AntonioDepartment of Publlic Administrationutsa.edu/copp/PA/publicAdmin.html

Midwestern State UniversityDept. of Health and Public Administration

hs2.mwsu.edu/healthandpublic/

Stephen F. Austin State UniversityDepartment of Political Sciencewww.sfasu.edu/polisci/

Texas A&M International UniversityMPA Program, Social Science Departmentwww.tamiu.edu

Texas Southern UniversityBarbara Jordan-Mickey Leland School of PublicAffairswww.tsu.edu/academics/public/index.asp

The University of Texas at TylerDept. of Social Scienceswww.uttyler.edu/socialsciences/mpa.htm

Texas A&M University-Corpus ChristiCollege of Arts & Humanitiesfalcon.tamucc.edu/~aandh/padmweb/

Sam Houston State UniversityDept. of Political Science, PA Programwww.shsu.edu/~pol_www/graduate/index.html

UtahBrigham Young UniversityRomney Institute of Public Management, MarriottSchoolmarriottschool.byu.edu/mpa

The University of UtahCenter for Public Policy and Administrationwww.cppa.utah.edu/mpa/

VermontThe University of VermontMaster of Public Administrationwww.uvm.edu/~mpa/

Virgin IslandsUniversity of the Virgin IslandsPublic Administration Divisionwww.uvi.edu/pub-relations/divsosci.htm

VirginiaGeorge Mason UniversityDept. of Public and International Affairspia.gmu.edu/grad/mpa/index.php

James Madison UniversityDept. of Poltical Sciencewww.jmu.edu/polisci/

Old Dominion UniversityDept of Urban Studiesbpa.odu.edu/

Virginia Commonwealth UniversityL. Douglas Wilder School of Governmentwww.has.vcu.edu/gov/

Virginia Polytechnic Institute & StateUniversityCenter for Public Administration & Policywww.cpap.vt.edu

The College of William and MaryThomas Jefferson Program in Public Policy

PA TIMES Education Supplement • October 2007 Page 29

Roster of NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 27

See NASPAA SCHOOLS, pg. 31

www.wm.edu/publicpolicy/

Virginia State UniversityDepartment of Public Administrationwww.vsu.edu

George Mason UniversitySchool of Public Policypolicy.gmu.edu

WashingtonThe Evergreen State CollegeGraduate Program in Public Administrationwww.evergreen.edu/mpa/

Seattle UniversityInstitute of Public Servicewww.seattleu.edu/artsci/ips

University of WashingtonEvans School of Public Affairswww.evans.washington.edu/

Eastern Washington UniversityCollege of Business & PAwww.ewu.edu/x1033.xml

Washington State UniversityProgram in Public Affairswww.vancouver.wsu.edu

Washington, DCAmerican UniversityDept. of Public Administrationspa.american.edu/

The George Washington UniversitySchool of Public Policy & Public Adminwww.gwu.edu/~spppa

Howard UniversityDepartment of Political Sciencewww.howard.edu

Georgetown UniversityPublic Policy Institutegppi.georgetown.edu

Southeastern UniversityDept. of Public Administrationwww.seu.edu

University of the District of ColumbiaSchool of Business and Public Administrationwww.udc.edu

Strayer UniversityMaster of Public Administration Programwww.strayer.edu

West VirginiaWest Virginia UniversityDept of Public Administrationwww.as.wvu.edu/pubadm

Marshall UniversityDept. of Political Sciencewww.marshall.edu/polsci/

WisconsinUniversity of Wisconsin, MadisonRobert M. La Follette School of Public Affairswww.lafollette.wisc.edu

University of Wisconsin, MilwaukeeDept of Political Sciencewww.uwm.edu/Dept/MPA/

University of Wisconsin - OshkoshPublic Affairs Departmentwww.uwosh.edu/mpa

WyomingUniversity of WyomingDept. of Political Scienceuwadmnweb.uwyo.edu/Pols/

PA TIMES Education Supplement • October 2007 Page 31

NASPAA Accredited ProgramsFrom NASPAA SCHOOLS, pg. 29

Six Organizations You Should Know About(And Be Involved In) That Will Help Your CareerAmerican Society for Public Administration (ASPA)Since 1939, ASPA has been the nation's most respected society representing allforums in the public service arena.We are advocates for greater effectiveness ingovernment–agents of goodwill and professionalism–publishers of democratic jour-nalism at its very best–purveyors of progressive theory and practice and providersof global citizenship. We believe that by embracing new idea–addressing key pub-lic service issues–and promoting change at both the local and international levels,we can enhance the quality of lives worldwide. www.aspanet.orgCouncil for State Governments (CSG)CSG information products are full of useful and practical policy solutions. In addi-tion, CSG draws upon experts in the states, and marshals them as consultants tohelp sister states in need of services. And CSG's leadership training helps state offi-cials enhance their skills in managing strategic change. www.csg.orgInternational City/County Managers Association (ICMA)ICMA is the professional and educational organization for chief appointedmanagers, administrators, and assistants in cities, towns, counties, and regionalentities throughout the world. www.icma.orgInternational Public Management Association for Human Resources (IPMA-HR)IPMA-HR is an organization that represents the interests of over 7,500 humanresource professionals at the Federal, State and Local levels of government. IPMA-HR members consist of ALL levels of public sector HR professionals. Our goal isto provide information and assistance to help HR professionals increase their jobperformance and overall agency function by providing cost effective products, serv-ices and educational opportunities. www.ipma-hr.orgNational League of Cities (NLC)The National League of Cities is the oldest and largest national organization repre-senting municipal governments throughout the United States. Its mission is tostrengthen and promote cities as centers of opportunity, leadership, and governance.www.nlc.orgPartnership for Public Service (PPS)The Partnership works to make the government an employer of choice for talented,dedicated Americans through educational outreach, research, legislative advocacy,and hands-on partnerships with agencies on workforce management issues.www.ourpublicservice.org

The following information was providedto the PA TIMES Education Supplementby NASPAA. All questions regarding thelist should be directed to NASPAA at 202-628-8965 or www.naspaa.org.

AlaskaGreg J. ProtaselChair, MPA ProgramUniversity of Alaska Anchorage

Jonathan AndersonMPA DirectorUniversity of Alaska Southeast

AlabamaThomas VocinoDepartment HeadAuburn University at Montgomery

Norman BaldwinDirector, MPA ProgramThe University of Alabama, Tuscaloosa

Ellen RosellDirector, MPA ProgramTroy University

Cal ClarkDirector, MPA ProgramAuburn University at Auburn

Akhlaque HaqueDirector, MPA ProgramThe University of Alabama at Birmingham

Lawson VeaseyProfessor and Department HeadJacksonville State University

ArkansasMargaret ReidMPA DirectorUniversity of Arkansas, Fayetteville

Patrick A. StewartDirector, MPA ProgramArkansas State University

Dianne L. WigandMPA CoordinatorUniversity of Arkansas at Little Rock

Michael R. HemphillProfessor and Associate Dean for Academic AffairsUniversity of Arkansas Clinton School of PublicService

ArizonaH. Brinton MilwardDirectorThe University of Arizona

Robert B. DenhardtDirectorArizona State University

CaliforniaR. Steven DanielsChairCalifornia State University, Bakersfield

Donna R. KempProfessorCalifornia State University, Chico

Genie StowersDirector, MPA ProgramSan Francisco State University

Barbara J. NelsonDeanUniversity of California, Los Angeles (UCLA)

Michael NachtDeanUniversity of California at Berkeley

April Hejka-EkinsDirector, MPA ProgramCalifornia State University, Stanislaus

O. Jay UmehChairCalifornia State University, East Bay

Charles W. GossettDepartment ChairCalifornia State Polytechnic University

Montgomery Van WartChair Public AdministrationCalifornia State University, San Bernardino

Siegrun Fox FreyssDirector, MSPA ProgramCalifornia State University, Los Angeles

Maurice PennerMPA/BPA Program DirectorUniversity of San Francisco

Robert W. WassmerChairCalifornia State University, Sacramento

Keith SchildtMPA Program DirectorUniversity of La Verne

Joaquin GonzalezProgram Director, EMPAGolden Gate University

David C. PowellDirectorCalifornia State University, Long Beach

Iris BaxterMPA Program CoordinatorCalifornia State University, Dominguez Hills

Kurt ClineDirector, MPA ProgramCalifornia State University, Fresno

Henrik MinassiansDirector of Public Sector ProgramsCalifornia State University, Northridge

Jack H. KnottDeanUniversity of Southern California

Robert N. BeckDeanNaval Postgraduate School

Phillip L. GianosChairCalifornia State University, Fullerton

Frances L. EdwardsDirector, MPA ProgramSan Jose State University

Alex DukeAssistant DeanPardee Rand Graduate School

Jody BrightmanCareer Services DirectorPepperdine University

Devin LueddekeEnrollment ManagerThe Monterey Institute of International Studies

Stuart HenryProfessor and DirectorSan Diego State University

ColoradoKathleen M. BeattyDeanUniversity of Colorado at Denver

ConnecticutWilliam SimonsenDirector, MPA ProgramUniversity of Connecticut

Charles N. ColemanChairUniversity of New Haven

Washington, DCKathryn NewcomerDirector

PA TIMES Education Supplement • October 2007 Page 33

Listing of NASPAA Member Institution Representatives

See NASPAA REPS, pg. 35

The George Washington University

Howard McCurdyChairAmerican University

Judy FederDeanGeorgetown University

Michael FrazierDirector, MAPA ProgramHoward University

Antonia NowellMPA Program CoordinatorUniversity of the District of Columbia

Elile G. AwaProfessorStrayer University

Telaekah BrooksChair, Depts. of Bus Mgmt and Public AdminSoutheastern University

DelewareJeffrey A. RaffelMessick Professor of Public AdministrationUniversity of Delaware

FloridaJonathan P. WestDirectorUniversity of Miami

Terry BussonChair and ProfessorFlorida Gulf Coast University

J. Patrick PlumleeMPA DirectorUniversity of North Florida

John DalyDirector, Public Administration ProgramUniversity of South Florida

Allan RosenbaumDirector of Institute for Public Mgmt & CommuServiceFlorida International University

William TankersleyMSA-P.A. CoordinatorUniversity of West Florida

Frances S. BerryAskew School DirectorFlorida State University

Leslie LeipCoordinator, MPA ProgramFlorida Atlantic University

Preston JonesAssociate DeanNova Southeastern University

Mary Ann FeldheimChairUniversity of Central Florida

GeorgiaWilliam L. Chappell, Jr.Director, MPA ProgramColumbus State University

Thomas P. LauthDeanThe University of Georgia

Gregory D. StreibDepartment ChairGeorgia State University

Martha A. GriffithMPA DirectorKennesaw State University

Stanley M. CaressDirector

University of West Georgia

Nolan J. ArgyleCoordinator, MPA ProgramValdosta State University

Ron FinnellChairClark Atlanta University

Saundra J. ReinkeDirector, MPA ProgramAugusta State University

Rita Henry-BrownMPA CoordinatorAlbany State University

Diana HicksChairGeorgia Institute of Technology

F. Erik BrooksAssistant ProfessorGeorgia Southern University

Jerry HerbelMPA CoordinatorGeorgia College & State University

Nailah BrockDirector, MPA ProgramSavannah State University

HawaiiRichard C. PrattDirectorUniversity of Hawaii

IowaDanette KenneDirector, Graduate & Professional ProgramsDrake University

David BinderOnline Program DirectorThe Upper Iowa University

Alex TucknessDirector of the Public Policy and AdministrationProgramIowa State University

IdahoMark McBethMPA DirectorIdaho State University

Leslie AlmChair, Department of Public Policy &AdministrationBoise State University

IllinoisT.R. CarrChairSouthern Illinois University at Edwardsville

Susan E. MayerDeanThe University of Chicago

William (Will) MillerDirector, MPA ProgramUniversity of Illinois at Springfield

John HammanMPA DirectorSouthern Illinois University, Carbondale

Gerald T. GabrisDirectorNorthern Illinois University

Dean F. EitelAssistant Director, School of Public ServiceDePaul University

William A. NowlinDeanGovernors State University

PA TIMES Education Supplement • October 2007 Page 35

See NASPAA REPS, pg. 36

From NASPAA REPS, pg. 33

NASPAA Member Institution Representatives

Michael PaganoDirectorThe University of Illinois at Chicago

Karl NollenbergerAcademic DirectorIllinois Institute of Technology

IndianaC. Kurt ZornInterim DeanIndiana University, Bloomington

Greg LindseyAssociate Dean and Duey Murphy ProfessorIndiana University-Purdue University Indianapolis

Leda McIntyre HallCampus Dean/Program DirectorIndiana University, South Bend

Stan BuchananDirector, MPA ProgramIndiana State University

Karen G. EvansMPA CoordinatorIndiana University, Northwest

Roger G. HollandsDirectorBall State University

Carl N. DrummondInterim Director and Asst. DeanIndiana University-Purdue University, Ft. Wayne

KansasKrishna K. TummalaDirector, MPA ProgramKansas State University

Samuel J. YeagerProfessorWichita State University

Marilu GoodyearDepartment ChairThe University of Kansas

KentuckySteven G. KovenDirector, MPA ProgramUniversity of Louisville

Edward T. Jennings, Jr.Director of Graduate StudiesUniversity of Kentucky

Jo Ann EwaltDirector of Graduate ProgramsEastern Kentucky University

Shamima AhmedDirector, MPA ProgramNorthern Kentucky University

Robert RoquemoreChairKentucky State University

James L. ChappellDirector, MPA ProgramWestern Kentucky University

LouisianaRobert S. MontjoyProfessor and MPA CoordinatorUniversity of New Orleans

James A. RichardsonDirectorLouisiana State University

Mylon WinnDepartment ChairSouthern University and A&M College

Charles MitchellActing Director MPA ProgramGrambling State University

MassachusettsLee BadgettProgram DirectorUniversity of Massachusetts, Amherst

Gerasimos (Jerry) GianakisProfessorSuffolk University

Joseph McCarthySenior Associate Dean, Director of DegreeProgramsHarvard University

Philip R. ZampiniDirector, MPA ProgramWestfield State College

Wendy HaynesAssociate Professor & MPA CoordinatorBridgewater State College

Ronald HedlundVice Provost for Research and Graduate EducationNortheastern University

Stephen P. CrosbyDeanUniversity of Massachusetts at Boston

Brian J. CookDirector, MPA ProgramClark University

MarylandWilliam L. PowersExecutive DeanUniversity of Maryland, College Park

Burt BarnowAssociate Director for ResearchJohns Hopkins University

Daniel MartinDirector, MPA ProgramUniversity of Baltimore

Marvin MandellChairUniversity of Maryland, Baltimore County

MaineCarolyn BallDirector of Graduate Programs in PAUniversity of Maine

John NickersonCoordinatorThe University of Maine at Augusta

William H. FosterInterim DeanUniversity of Southern Maine

MichiganDanny L. BalfourDirectorGrand Valley State University

Robert PetersDirectorWestern Michigan University

Joseph CepuranCoordinator, MPA ProgramThe University of Michigan - Dearborn

John StrateDirector, Graduate Program in PublicAdministrationWayne State University

J. Patrick PiskulichAssociate Professor and Interim DirectorOakland University

Joseph OhrenMPA Director

Page 36 Education Supplement • October 2007 PA TIMES

See NASPAA REPS, pg. 37

From NASPAA REPS, pg. 35

NASPAA Member Institution Representatives

Eastern Michigan University

Brian CherryMPA DirectorNorthern Michigan University

Rick KurtzDirector, MPA ProgramCentral Michigan University

Susan CollinsDeanUniversity of Michigan, Ann Arbor

MinnesotaJane Calabria McPeakAssociate ProfessorHamline University

J. Brian AtwoodDeanUniversity of Minnesota

Marion AngelicaChair, Public Policy and AdministrationWalden University

MissouriRobert A. CropfChairSt. Louis University

Brady BaybeckDirectorUniversity of Missouri-St. Louis

James B. KaatzDirectorMissouri State University

Barton WechslerDirectorUniversity of Missouri-Columbia

Laurie N. DiPadova-StocksDeanPark University

Robyne TurnerDirector, Cookingham Institute of Public AffairsThe University of Missouri-Kansas City

MississippiMorgan EroDirector, PA ProgramMississippi Valley State University

L. Frances P. LiddellInterim ChairJackson State University

Gerald Andrews EmisonGraduate CoordinatorMississippi State University

North CarolinaMarvin K. HoffmanDirector, MPAAppalachian State University

Daniel G. BarbeeMPA Program DirectorThe University of North Carolina at Pembroke

Chris M. KimaruDirectorNorth Carolina Central University

Carl W. Stenberg, IIIDeanThe University of North Carolina at Chapel Hill

Kenneth KlaseMPA DirectorThe University of North Carolina at Greensboro

Mark ImperialMPA DirectorUniversity of North Carolina, Wilmington

Jerrell D. CoggburnChair

North Carolina State University

Arthur W. SpenglerProfessor of the PracticeDuke University

Christopher CooperDirector, MPA ProgramWestern Carolina University

James W. DouglasDirector, MPA ProgramThe University of North Carolina at Charlotte

Robert J. ThompsonInterim DirectorEast Carolina University

North DakotaJason JensenMPA Program DirectorUniversity of North Dakota

NebraskaJohn BartleDirector and ProfessorUniversity of Nebraska at Omaha

New HampshireMelvin J. DubnickProfessor and Director of MPA ProgramUniversity of New Hampshire

New JerseyNaomi WishDirectorSeton Hall University

Marc HolzerDeanRutgers University, Newark

Craig P. DonovanCoordinator BA/MPA ProgramKean University

William J. RobertsDirectorFairleigh Dickinson University

Michael LangChair, MPA ProgramRutgers University, Camden

Anne-Marie SlaughterDeanPrinceton University

Nancy WolffProgram DirectorRutgers, The State University of New Jersey

New MexicoUday DesaiDirectorThe University of New Mexico

Diane-Michele PrindevilleDirector, MPA ProgramNew Mexico State University

NevadaE. Lee BernickChair, PA DepartmentUniversity of Nevada, Las Vegas

New YorkSteven A. CohenDirector, MPA Program in Environmental Scienceand PolicyColumbia University

Marilyn RubinDirector, MPA ProgramJohn Jay College of Criminal Justice, CUNY

Stuart BretschneiderAssociate Dean and ChairSyracuse University

George P. RichardsonChairUniversity at Albany, SUNY

David BirdsellDeanBaruch College/City University of New York

Ellen SchallDean

PA TIMES Education Supplement • October 2007 Page 37

See NASPAA REPS, pg. 38

From NASPAA REPS, pg. 36

NASPAA Member Institution Representatives

The mission of the Master of Public Administration (M.P.A.) program is to prepare students for careers and leadership roles in public and nonprofit organizations and to nurture their commitment to ethical public service in a diverse society.

• Study public administration in a culturally diverse urban setting • 39-hour degree program (plus a 6-hour internship for pre-service students)• 27 hours of required classes• 12 hours of elective courses chosen in consultation with faculty advisors to meet students' professional needs • American Humanics certification in Nonprofit Management available• Courses taught on UTSA's state-of-the-art Downtown Campus, in the heart of the public and nonprofit community• Apply online at http://www.utsa.edu/graduate/Admission/index.html

For more information, contact mpa@utsa.edu or visit our Web site at http://utsa.edu/copp/PA/publicAdmin.html.

The University of Texas at San AntonioMaster of Public Administration (M.P.A.)

New York University

Alex SchwartzProfessorMilano The New School for Management and UrbanPolicy

Thomas C. WebsterChairLong Island University, C.W. Post Campus

Thomas SinclairDirector, MPA ProgramBinghamton University

Beverly LyonsDirector, MPA ProgramLong Island University, Brooklyn Campus

James FatulaChairSUNY College at Brockport

Brian NickersonDepartment ChairPace University

David B. LewisDirector of the Cornell Institute for Public AffairsCornell University

Humphrey A. CrookendaleDeanMetropolitan College of New York

Zulema BlairChairpersonMedgar Evers College of the CUNY

Elmore R. Alexander.DeanMarist College

OhioJoseph DrewCoordinator, MPA ProgramKent State University

Hugh HintonDirectorThe University of Toledo

Anand DesaiDirectorThe Ohio State University

Grant NeeleyDirector, MPA ProgramUniversity of Dayton

Vera Vogelsang-CoombsDirector, MPA ProgramCleveland State University

Raymond W. Cox, IIIMPA CoordinatorThe University of Akron

Jerri KillianMPA DirectorWright State University

Judith MillesenMPA DirectorOhio University

Shannon OrrAssistant Professor and MPA Program DirectorBowling Green State University

OkalahomaGregory T. RussellChairThe University of Oklahoma

OregonSteven M. MaserProfessorWillamette University

Craig ShinnPh.D. CoordinatorPortland State University

Jessica GreeneDirectorUniversity of Oregon

PennsylvaniaAlice Elaine McDonnellAssociate ChairMarywood University

Jeremy F. PlantMPA CoordinatorThe Pennsylvania State University at Harrisburg

Mark WesselDeanCarnegie Mellon University

Donald F. KettlDirectorThe University of Pennsylvania

C. Nielsen BrasherChairShippensburg University

David Y. MillerAssociate DeanUniversity of Pittsburgh

James E. VikeDirector, MPA ProgramWidener University

Christine A. KelleherDirector, MPA ProgramVillanova University

Perto RicoPalmira N. RiosProfessorUniversity of Puerto Rico

Rhode IslandFrancis J. Leazes, JrDirector, MPA ProgramUniversity of Rhode Island and Rhode IslandCollege

Darrell M. WestDirectorBrown University

South CarolinaCharlie TyerMPA DirectorUniversity of South Carolina

Robert W. SmithDirector, MPA ProgramClemson University

Brian EllisonDirector, MPA ProgramCollege of Charleston

South DakotaMichael CardMPA CoordinatorThe University of South Dakota

TennesseeDavid EdwardsMPA CoordinatorThe University of Tennessee at Chattanooga

Ann-Marie RizzoDirectorTennessee State University

David J. HoustonMPA Program DirectorThe University of Tennessee, Knoxville

Dorothy Norris-TirrellDirectorThe University of Memphis

Paul TrogenDirector, MPA ProgramEast Tennessee State University

TexasRobert L. BlandProfessor and ChairUniversity of North Texas

Sherman M. WymanProfessorThe University of Texas at Arlington

Patricia M. ShieldsDirector, MPA ProgramTexas State University - San Marcos

Theophilus HerringtonActing DeanTexas Southern University

Gregory WeiherMPA Program DirectorUniversity of Houston, Central Campus

Page 38 Education Supplement • October 2007 PA TIMES

From NASPAA REPS, pg. 37

NASPAA Representatives

See NASPAA REPS, pg. 39

Kenneth A. WinkDirector, Public Admin. ProgramThe University of Texas at Tyler

John G. BrettingProfessorThe University of Texas at El Paso

Jeryl L. MumpowerDirector, MPSA ProgramTexas A&M University

Richard J. HerzogDirector, MPA ProgramStephen F. Austin State University

Brian CollinsMPA Program DirectorTexas Tech University

Daniel J. JorgensenCoordinator, MPA ProgramTexas A&M University-Corpus Christi

Douglas J. WatsonDirector of Public Affairs ProgramThe University of Texas at Dallas

Christopher G. ReddickAssistant Professor and Acting ChairThe University of Texas at San Antonio

Espiridion 'A' BorregoDirector, MPA ProgramUniversity of Texas, Pan American

Kirk HarlowChairMidwestern State University

Peter HarunaMPA CoordinatorTexas A&M International University

James B. SteinbergDean

The University of Texas at Austin

Corliss LentzDirector of Graduate ProgramsSam Houston State University

UtahGary C. CorniaDirectorBrigham Young University

Richard GreenMPA DirectorThe University of Utah

VirginiaBerhanu MengistuChairOld Dominion University

B. Douglas SkelleyGraduate CoordinatorJames Madison University

Janet R. HutchinsonCoordinator, Public Administration ProgramVirginia Commonwealth University

Laura S. JensenAssociate Professor and ChairVirginia Polytechnic Institute & State University

Kingsley HaynesDeanGeorge Mason University

Murel JonesProfessor/ChairmanVirginia State University

Eric JensenDirectorThe College of William and Mary

Paul PosnerDirector, MPA ProgramGeorge Mason University

Virgin IslandsSunday OdezahDirectorUniversity of the Virgin Islands

VermontChristopher KolibaDirector, MPA ProgramThe University of Vermont

WashingtonLarry S. LutonDirectorEastern Washington University

Cheryl Simrell KingDirector, MPA ProgramThe Evergreen State College

Carolyn LongMPA DirectorWashington State University

Sandra O. ArchibaldDeanUniversity of Washington

Russell M. LidmanDirectorSeattle University

WisconsinKaren KingCoordinator, MPA ProgramUniversity of Wisconsin - Oshkosh

Barbara WolfeDirectorUniversity of Wisconsin, Madison

Douglas IhrkeMPA DirectorUniversity of Wisconsin, Milwaukee

West VirginiaL. Christopher PleinChair of the Division of Public AdminWest Virginia University

Cheryl A. BrownMPA DirectorMarshall University

WyomingRobert SchuhmannHeadUniversity of Wyoming

PA TIMES Education Supplement • October 2007 Page 39

From NASPAA REPS, pg. 38

NASPAA Member Institution Representatives

Page 40 Education Supplement • October 2007 PA TIMES

Master ofPublic Administration

Offered Jointly by Clemson Universityand the University of South Carolina

Highlights 2007-2008:

!!Clemson is a CarnegieDoctoral/ResearchUniversity-ExtensiveInstitution

!!US News & World Reportranks Clemson as thenumber 27

thranked public

doctoral-granting university

Public Service Through Public Administration

We’re helping improve public service through

professional training for public administrators.

" A joint faculty from both schools

" A strong commitment to applied research" Close working relationships with local, state,

federal and nonprofit officials

" Great internship and assistantshipopportunities

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public policy, administrative leadership andethics, budgeting, comparative administration,

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management and homeland security" Graduate Certificate in Public Management

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the metropolitan center of South Carolina’sUpstate

For additional information, contact:

Dr. Robert W. Smith, Director230-E Brackett Hall

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Clemson, SC 29634-1354(864) 656-3233

Downloadable Brochure at:

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PA TIMES Education Supplement • October 2007 Page 41

Click on PAR/PA TIMESwww.aspanet.org

Want to subscribe toPA TIMES?

Page 42 Education Supplement • October 2007 PA TIMES

Arizona State University ................................................................................................43Auburn University, Montgomery ....................................................................................14Bridgewater State College ..............................................................................................18Brigham Young University..............................................................................................10Clemson University ........................................................................................................40Cleveland State University..............................................................................................15Cornell University ............................................................................................................4Eastern Kentucky University ..........................................................................................41Evergreen State College ..................................................................................................16Florida Atlantic University..............................................................................................13Florida State University ..................................................................................................27George Mason University................................................................................................11Georgia State University ................................................................................................32Harvard University, JFK School ....................................................................................26Indiana University ..........................................................................................................20Long Island University, Brooklyn..................................................................................37Louisiana State University ..............................................................................................21Metropolitan State University ........................................................................................23North Carolina State University......................................................................................16Northeastern University ..................................................................................................11Northern Illinois University ............................................................................................33Park University................................................................................................................22Penn State Harrisburg......................................................................................................31PublicServiceCareers.org ................................................................................................14Rutgers University, Newark ............................................................................................44San Francisco State University ......................................................................................41Syracuse University ........................................................................................................12

Tennessee State University..............................................................................................29University of Akron ........................................................................................................25University of Albany, SUNY ..........................................................................................35University of Arizona ......................................................................................................17University of Central Florida ............................................................................................2University of Colorado, Denver......................................................................................36University of Delaware ..................................................................................................30University of Georgia......................................................................................................33University of Kansas ......................................................................................................42University of Kentucky ..................................................................................................40University of Maryland, Baltimore County ....................................................................29University of Minnesota....................................................................................................8University of Missouri-Columbia ....................................................................................5University of Missouri, Kansas City ..............................................................................24University of Nebraska, Omaha........................................................................................6University of Nevada, Las Vegas ....................................................................................39University of North Carolina-Chapel Hill ......................................................................38University of South Dakota ............................................................................................19University of Southern California, School of Policy......................................................34University of Texas At Arlington ....................................................................................41University of Texas At Dallas ..........................................................................................9University of Texas At San Antonio ..............................................................................37University of Washington................................................................................................28Walden University ............................................................................................................7Westfield State College ..................................................................................................18Willamette University ....................................................................................................40

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