Strategic Plan for the Master of Public Administration (MPA) Program

For the 2017/18-2022/23 Academic Years

MPA Mission

The UCF MPA program prepares students to confront and solve complex societal challenges. Building from a supportive and diverse environment, the program transforms students into effective and ethical public sector professionals skilled in cultural competence, strategic management, techniques of policy and financial analysis, and effective communication necessary to excel in all areas of government service and enhance the university’s collective impact on the community it serves, globally defined.

MPA Vision

The UCF MPA program is a preeminent graduate degree program, recognized globally for excellence in professional public administration education, scholarship, and community impact. It is the preferred graduate program for current and prospective public sector professionals at all levels of government.

Core Program Values

The UCF MPA program is committed to professionalism, ethics, and cultural competence brought about through diversity and inclusiveness. To that end, the program embraces the following ethical and professional principles.

Ethical Principles

We advocate the following ethical principles of conduct as the foundation of public service:

Integrity—to serve in an honest, transparent manner while honoring promises; Benevolence—to promote the public good, avoid doing harm, and respect the worth of

each individual; Fairness—to act in a way that is just and equitable to all, while avoiding undue burden on

the most vulnerable in our society; and Social Justice—to identify and address the unfair burdens experienced by groups of

individuals through intentional and unintentional policies, laws, and societal projects and practices.

Professional Principles

We advocate the following professional principles to advance public service as a profession:

Commitment—to pursue a passion for the public interest with accountability and transparency;

Competence—to utilize the most current knowledge, skills, and abilities to serve the public interest with efficiency and objectivity;

Scholarship—to cherish and honor learning that enriches the human experience;

Stewardship—to accept responsibility for decisions and actions regarding the protection of public resources;

Diversity and Inclusiveness—to respect and value all perspectives and experiences, creating an environment that is open to all; and

Leadership—to inspire others to advance the public interest while actively promoting democratic participation and collaboration.

NASPAA Universal Required Competencies

As a NASPAA-Accredited program, the program’s curriculum is tightly coupled to the student learning outcomes that comprise NASPAA’s universal required competencies, including:

1. To lead and manage in public governance2. To participate in and contribute to the policy process 3. To analyze, synthesize, think critically, solve problems and make decisions 4. To articulate and apply the public service perspective5. To communicate and interact productively with a diverse and changing workforce and

citizenry

Following these competencies, the program has promulgated specific learning objectives to be assessed and monitored annually, as indicated below:

UCF MPA Program Learning Objectives for NASPAA Universal Competencies

1. To lead and manage in public governancea. Develop expertise on local government.b. Develop an ability to lead and manage within multiple networks of stakeholders.c. Reinforce democratic principles and practices.d. Produce consensus or consent among diverse stakeholders.e. Model the skills and power of leadership (including transformational,

transactional, and servant) and utilize principles of public management.

2. To participate in and contribute to the policy processa. Develop capacity to analyze political theory, policy process, and implementation.b. Analyze policy issues/problems using different methodologies.c. Identify and evaluate interests from multiple stakeholders in policy formation, and

communicate evidence-based policy information as a foundation for collaborative negotiations with diverse stakeholders.

d. Assess the political, legal, economic, institutional, and social environment and operation of public administration in the policy process (including concepts, theories, approaches, models, techniques, formulation, implementation, evaluation, and institutions).

e. Design policy implementation methodology and actively engage with public sector employees and citizens to develop goals and strategies.

3. To analyze, synthesize, think critically, solve problems and make decisionsa. Develop expertise in techniques used in managing government operations. b. Appraise the concepts of social science research methods, statistical analysis and

techniques; apply the skills to analyze public policies and government operations; and formulate a policy or managerial decision.

c. Create networked/collaboration solution to complex modern problems.d. Identify, evaluate, and model best practices.e. Develop professional capacity in basic skills (including writing, speaking,

analytical techniques, and critical thinking).

4. To articulate and apply a public service perspectivea. Develop a respect and demonstrate methods for authentic interaction with

citizens, other governmental entities, nonprofit and business communities.b. Value and demonstrate commitment to professionalism and integrity in serving

the public.c. Communicate public interest based on ethical reasoning and democratic

participation.d. Critique instrumental reasoning in order to promote social and economic equity

and justice.e. Incorporate and value principles of democracy, public transparency, and

consensus building in the workplace when making decisions that directly impact the community.

5. To communicate and interact productively with a diverse and changing workforce and citizenry

a. Incorporate various communication tools and strategies (including written reports, video technologies, brochures, emails, PowerPoint, social media, and marketing plans) in the management of public organizations.

b. Incorporate major concepts, skills, process, and policies (including planning, classification, compensation, recruitment, selection, training, performance appraisal, labor relations, equal employment opportunity, and affirmative action) in public service human resource management.

c. Develop cultural competency and appreciation of diversity for collaborating with diverse stakeholders to produce consensus or consent.

d. Negotiate interest-based resolutions with stakeholders experiencing conflict.e. Critique existing partnerships and promote engagement and interaction with

citizens, nonprofit organizations, and collaborative efforts with other entities.

Strategic Issues

Strategic issues identified for the MPA program are derived from the broader School of Public Administration strategic plan, which was the result of a year-long planning process that engaged faculty, staff, students, alumni, and the community—particularly through the Public Administration Advisory Board. Through this process, the program was able to identify particular strategic opportunities to be addressed during the five-year period.

Goal 1: The MPA Program will establish a clear identity to its current and potential stakeholders and within the discipline of public administration.

Objective 1.1: Achieve national and global recognition

Strategies Increase U.S. News and World Report Ranking Host Public Administration scholarly journals Host Public Administration academic and professional conferences Place faculty in service and leadership roles in key Public Administration

organizations

Goal 2: The MPA program will prepare its students to gain employment and thrive in the public and nonprofit sectors.

Objective 2.1: Increase Graduation Rates by 10%

Strategies: Collect data and monitor trends Contact each student who withdraws from the program Increase staff support for advising and enrollment services Monitor student GPA each semester and provide retention plans to maintain

enrollment Work with PA Advisory Board to provide leadership mentoring and

internships

Objective 2.2: Strengthen student organizations

Strategies Interact with local, state, and national professional organizations (such as

ICMA, SECoPA, ASPA, and others) Increase student participation in the annual Public Administration Research

Conference, Graduate Research Forum, and other related events.

Objective 2.3: Increase alumni engagement and commitment

Strategies

Connect current students with MPA alumni through:o Student organization mentoringo Guest lectureso Service learning, internships and leadership mentoringo PA Advisory Board engagement

Objective 2.4: Improve Institutional Effectiveness Program Results

Strategies Monitor student achievement of NASPAA’s universal competencies through

annual review of program assessment data. Involve the Advisory Board in evaluation review Survey key stakeholders, including alumni and employers

Objective 2.5: Achieve economy of scale and add specialized course offerings by growing the MPA program to 250 students.

Strategies Increase total MPA enrollment to 250, including face-to-face and online

students Increase certificate enrollment by 10% Increase enrollment in MPA dual degree programs by 10% Develop a certificate in Public Policy Analysis

Goal 3: The MPA program will effectively apply its expertise to address local, regional, state, national, and global public issues. 

Objective 3.1: Improve the dissemination of scholarship through publication and applied research

Strategies Increase the scholarly publications of faculty members and students Develop webinars with alumni and professional organizations Engage the community of practice through consulting, grants, and contracts

through the Center for Public and Nonprofit Management

Objective 3.2: Share research findings and evidence-based practices through scholarly presentations at academic conferences and professional association meetings

Strategies Increase faculty and student presentation at national and international

meetings Increase participation by state, local, and federal practitioners in the annual

Public Administration Research Conference

Goal 4: The MPA program will help SPA to fully fund its current and future operations. 

Objective 4.1: Increase enrollment-based revenue

Strategies Increase MPA program enrollment to 250 students Increase certificate enrollment by 10% Increase the proportion of full-time MPA students Increase online program offerings Maintain or improve representativeness in enrollment by gender, age,

traditional student status, ethnicity, and nationality.

Objective 4.2: Improve faculty involvement in extramural research

Strategies Engage the Center for Public and Nonprofit Management to develop and fund

basic and applied research projects

Objective 4.3: Increase philanthropic activities

Strategies Increase alumni participation in UCF annual campaigns Identify and develop relationships with key potential donors for large projects

Goal 5: The MPA program will effectively manage future growth. 

Objective 5.1: Make efficient use of campus facilities and resources

Strategies Increase the proportion of instruction carried out online Consolidate SPA faculty in one facility

Objective 5.2: Maintain low student-teacher ratios in all core and elective courses

Strategies Hire and retain quality faculty to increase faculty size commensurate with

program needs

Objective 5.3: Maintain effective admissions, advising, and enrollment services

Strategies Hire and retain support staff for admissions, advising, and enrollment to meet

increased student demand

Goal 6: If required, the MPA program will seamlessly and effectively transition its operations to the new UCF downtown campus.

Objective 6.1: Maintain consistent services and program delivery

Strategies Minimize transition time for any future move Ensure faculty consolidation in any new facility Reach out to community organizations as a source of potential students and

partnerships