MPA STUDENT HANDBOOK 2020-21
MPASTUDENT HANDBOOK2020-21The Master of Public Administration Program at Northern Illinois University is recognized by,and a member of, the National Association of Schools of Public Affairs and Administration(NASPAA). It is among the first programs in the nation found to be in conformity with NASPAAStandards for Professional Masters Degree Programs in Public Affairs and Administration. NIUis also fully accredited by the Higher Learning Commission.
August 2020Welcome to the 57th MPA Class at NIU!The excitement of starting the MPA program is tempered with the realization that this degree requires hard work, persistence, andpassion for public service. It is your passion that will see you through this degree and to the next stage of your public service career. Itis our passion for teaching and the public administration profession that drives the faculty and staff to improve our program. We areproud of our program and we are excited to have you join our diverse NIU MPA family of students, staff, faculty, and alumni. It is alifelong connection that you are making.The excellence in our program and in our students is framed by a competencies-based curriculum. There are explicit learningoutcomes for the MPA program, and for each specialization. The assessment inventory that you took as part of orientation provides abenchmark of your current level of competencies. You will be able to track your progress in each area, identify weaknesses tostrengthen, and strengths to enhance. When you retake the assessment inventory at graduation, you will be elated at how much yourskills and abilities have developed.There is nothing more important to success in your professional career than excellent oral and written communication skills. We willbe demanding ever better writing from you in a variety of different formats throughout your courses. Rather than try to “get by” inyour writing, I challenge you to reach past your current skills and reach for excellence. The return on your investment will notdisappoint you. We will also challenge you to improve your oral communication skills by increasing the professionalization of yourclassroom presentations. The writing exercises and class presentations are learning steps culminating in your capstone paper defensein front of three practitioners, the faculty, and your student peers. You will be knowledgeable, comfortable, and able to answerquestions about any aspect of your project with poise. We expect no less of our graduating students.In 1963, NIU’s new MPA program placed its first graduate student in a local government internship. It was the beginning of a legacyof a high quality, rigorous academic program wedded to an enduring commitment to connecting theory and practice in the classroomand the workplace. Whether you are an intern or midcareer student, you are going to find endless opportunities to connect the theoriesyou learn in your classrooms with the work you do in your public and nonprofit organizations.Our MPA program is grounded in a theory and practice approach to curriculum; both are important to mastering the competenciesrequired of a successful public service manager. The key to a successful MPA degree is learning how to integrate and balance officework and course work. These two learning experiences are designed to be complementary, not competitive, fundamentals to yourMPA education. Do not sacrifice achievements in your coursework for achievements in your internship; that strategy is short-sightedand will diminish your overall MPA education. Do not fail to use experiences in your mid-career work assignments as case studies forcoursework—in class discussions, paper assignments, and your capstone project. Build your professional portfolio with the evidencethat you have core competencies to bring to your next organization or the next position in your current organization.The MPA program is more than just “getting a job” at the end of your MPA degree. I challenge you to reach beyond your comfortzone to apply for nationally competitive positions in local, state, and federal agencies, in NGOs in the US and around the world.We expect great things from each member of the NIU public administration community, and we look forward to a life-longrelationship with you, celebrating your successes and helping you rebound from the temporary setbacks in your career. We encourageyour feedback on program competencies and other aspects of the program as well. Welcome to the program and the next stage of yourcareer.On behalf of the faculty and staff, I wish you much success and joy in your MPA program experience.Peace,Kurt ThurmaierProfessor and Chair
TABLE OF CONTENTSGUIDELINES FOR PURSUING THE MPA DEGREE . 1MISSION STATEMENT. 1ADVISING . 3TRANSFER CREDITS . 3REGISTRATION FOR COURSES . 3TIME LIMITATIONS . 4READMISSION/REENTRY . 4ACADEMIC INTEGRITY . 4STUDENT CLASSIFICATIONS . 5GRADUATE CERTIFICATE OF PUBLIC MANAGEMENT STUDENTS . 5MID-CAREER STUDENTS. 5PRE-CAREER STUDENTS . 5MPA PROGRAM REQUIREMENTS . 6COURSE REQUIREMENTS . 6CORE COURSES . 6AREAS OF SPECIALIZATION/ELECTIVE COURSES . 7ELECTIVE COURSES OUTSIDE OF THE DEPARTMENT OF PUBLIC ADMINISTRATION . 9GRADE POINT AVERAGE . 9SEQUENCE FOR COMPLETING THE MPA PROGRAM – PRECAREER STUDENTS . 10SEQUENCE FOR COMPLETING THE MPA PROGRAM – MIDCAREER STUDENTS . 11GRADING SCHEME FOR MPA COURSES . 12GRADUATION REQUIREMENTS . 12PROFESSIONAL DEVELOPMENT ACTIVITIES . 13CAPSTONE PROJECT (PSPA 699) . 14LEARNING OUTCOMES FOR THE CAPSTONE COURSE AND CAPSTONE PROJECT . 14LEARNING OUTCOMES FOR THE CAPSTONE COURSE . 15PSPA 699 course requirements . 15INTERNSHIP REQUIREMENTS . 16ADMISSION AND REGULATIONS . 16ACADEMIC REQUIREMENT . 17INTERN DUTIES AND RESPONSIBILITIES . 17INTERN EVALUATIONS BY SUPERVISORS . 18INTERNSHIP EVALUATIONS BY STUDENTS. 18FINANCIAL AID . 19GRADUATE ASSISTANTSHIPS . 19RHOTEN A. SMITH ASSISTANTSHIPS . 19PROFESSIONAL ASSOCIATIONS IN PUBLIC ADMINISTRATION . 20AWARDS AND HONORS . 24PI ALPHA ALPHA. 24DEPARTMENT AND STUDENT AWARDS . 24STUDENT SELECTED AWARDS . 26IMPORTANT TELEPHONE NUMBERS . 27APPENDIX A . 28APPENDIX B . 30APPENDIX C . 33
GUIDELINES FOR PURSUING THE MPA DEGREEMISSION STATEMENTThe mission of the Department of Public Administration is to improve the quality of life in local communities bystrengthening professional and ethical public and nonprofit management through our teaching, scholarship andcommunity engagement.LEARNING OUTCOMES FOR THE MASTERS OF PUBLIC ADMINISTRATIONIn order to become effective public leaders, students must develop a solid foundation in technical, analytical, ethical,diversity, accountability, and leadership skills. In addition, students receive greater depth in a specialty area training oftheir choice: local government management, public management and leadership, fiscal administration, or nonprofitmanagement.To this end the Department of Public Administration (Department) uses a competencies-based curriculum whichestablishes specific skills and abilities acquired by the students as they complete the required courses. A portfolio ofcompleted work is displayed by the graduate as evidence of proficiencies in distinct categories of public service.There are 13 program level competencies that students should attain before graduation from the program. Uponcompletion of the MPA degree at NIU: Effectively work with a diverse group of internal and external stakeholders Motivate and engage peers and stakeholders to enhance organizational capacity Integrate current and preferred management practices of budgeting, human resources, information technology andstatistical analysis to improve organizations Use performance management to facilitate goal identification and execution Apply decision-making theories to frame and solve public service problems Effectively participate in the public policy process in a role appropriate to a professional public manager Conduct environmental scans and identify the windows of opportunity to influence decisions Evaluate public service issues in terms of effectiveness, efficiency, equity and economy Incorporate professional codes of ethics in public service decision-making to enhance integrity of public services Communicate effectively both orally (public speaking) and in writing (analytical and persuasive) for a publicservice organization and in the public policy process Meaningfully engage with people holding diverse perspectives to address public service issues Identify strategies for improving democratic accountability in governance, including improved transparency andcivic participation Develop or adapt policies, programs, goods or services to accommodate changing social demographics for thepopulation they serve.1
SPECIALIZATIONS AND SPECIALIZATION COMPETENCIESStudents may choose from six specializations in the MPA program each with specific competencies. Thespecializations are: Comparative Public ServiceFiscal AdministraionLocal Government ManagementNonprofit ManagemenetPublic Service Law and ManagementStrategic Public Management and LeadershipUpon completion of the Comparative Public Service Specialization a graduate should be able to;1.2.3.4.5.Lead and manage in public governance in a country outside the U.S.Participate in and contribute to the policy process in a country outside the U.S.Analyze, synthesize, think critically, solve problems and make decisions in a country outside the U.S.Articulate and apply a public service perspective in a country outside the U.S.Communicate and interact productively with a diverse and changing workforce and citizenry in a countryoutside the U.S.Upon completion of the Public Service Law and Management Specialization a graduate should be able to;1.2.3.4.Lead and manage in public governance with legal insights.Analyze, synthesize, think critically, solve problems, and make decisions related to the legal issues of a publicorganization;Articulate and apply a public service perspective while serving in a public organization or a law firm thatserves nonprofit, local, state, and federal government agencies.Communicate, interact, and provide a legal perspective within a diverse and changing citizenry.Upon completion of the Local Government Management Specialization a graduate should be able to;1.2.3.4.5.6.7.Link local government budgetary practices with service delivery.Organize, facilitate, and document a public meeting or information gathering session of citizens, clients, andstakeholders about public service issues demands in a local government setting.Analyze options for managing conflict situations.Demonstrate analytical capabilities in public policy formulation, building models or simulations for policyand program design alternatives, and planning implementation and evaluations for a functional or administrativeagency in local government.Develop the capacity for public service leadership in a dynamic and changing environment.Demonstrate an ability to manage collaborative relationships with other organizations.Demonstrate knowledge and skills for motivating organizations to confront local, regional and state problems.Upon completion of the Fiscal Administration Specialization a graduate should be able to;1.Use financial information to evaluate the financial condition of public service organizations and makeappropriate fiscal policy recommendations.2. Communicate budget and financial information about public service organizations to technical and nontechnical stakeholders, including through appropriate graphs and spreadsheets.3. Develop and implement entity-wide financial management policies for public service organizations inaccordance with recommendations by GFOA and similar professional organizations.4. Analyze nonprofit financial reports and fundraising activities and make recommendations to promote financialsustainability.Upon completion of the Strategic Public Management and Leadership Specialization a graduate should be able to:2
1.2.3.Use their knowledge of innovation models, techniques and theories, in addition to models of collaboration andchange management, to diagnose organization situations and suggest recommendations for alternativesolutions.Use their knowledge of strategic management and planning theories and applications to help organizationsadapt to changing environmental and technological forces.Use leadership theories and applications, including conflict management models and negotiation techniques, tofacilitate transformational organizational change.Upon completion of the Nonprofit Management Specialization a graduate should be able to:1.2.3.Identify the legal and fiduciary environment in which nonprofits operate.Motivate and professionalize a volunteer workforce.Analyze financial reports and fundraising activities and make recommendations to promote financialsustainability.ADVISINGThe department chair (chair) and the assistant to the chair (A2C) serve as advisors to all MPA students, and will assiststudents in academic program planning, selection of an area of specialization, application of transfer credits, and choiceof electives. The A2C is also responsible for advising students on matters pertaining to the internship and administrativeprocedures. Other faculty members in the department are available to assist students on an individual basis. Prior tostarting the MPA program students will complete a Competencies Assessment Inventory which will document where thestudent’s competencies are when they begin the MPA program. The assessment document will become part of thestudent’s portfolio, and each semester, the students and the A2C will review the progress in achieving growth in thecompetencies.TRANSFER CREDITSWith the approval of the Department of Public Administration and the Dean of the Graduate School, graduate coursework may be accepted from other accredited colleges and universities to meet semester hour requirements for the MPAdegree. Any student wishing to apply transfer credits must consult the A2C and must obtain approval from thedepartment chair. Normally, no more than 9 semester hours are accepted in transfer from other colleges. The transfercredit approval form can be found at /RcGrTransfer.aspxNo more than 15 semester hours of course work aggregated from the following sources may be counted toward meetingMPA degree requirements: transfer credits for course work taken at other universities, courses taken while a student-atlarge at NIU, and courses taken as electives in the Northern Illinois University College of Law.REGISTRATION FOR COURSESStudents are to use NIU's MyNIU online registration system at http://www.niu.edu/myniu to register for courses eachsemester.All MPA courses are accessible by permit only.
The Master of Public Administration Program at Northern Illinois University is recognized by, and a member of, the National Association of Schools of Public Affairs and Administration (NASPAA). It is among the first programs in the nation found to be in conformity with NASPAA
firmagon mb mpa fensolvi † mb leuprolide acetate (lupron) rx es pa si lupaneta pack mb mpa lupron depot mb mpa natpara * rx mb mpaes pa si supprelin la * mb mpa trelstar mb mpa triptodur † mb mpa vantas mb mpa zoladex mb mpa hypophosphatemia crysvita * mb tysabrimpa xeljanz immune deficienc
IC circuit Relay, PLC 3-wire (PNP) M9PV M9P M9PV M9P — . Type Pneumatic Action Double acting, Single rod Fluid Air Proof pressure 1.5 MPa Max. operating pressure 1.0 MPa Min. operating pressure Rubber bumper 0.1 MPa 0.08 MPa 0.05 MPa Air cushion — 0.08 MPa 0.05 MPa Ambient and fluid temperature
CASIO 2013.June 68250yen Amorphous Wire 3-axis Electronic . 1 Oe 0,1 mT) 1% MI change 0,0002 mT 0 40 80 120 0 500 1000 1500 2000 2500 /s) H (A/m) 0 MPa 119 MPa 220 MPa 440 MPa 660 MPa 880 MPa Fast magnetization switching, DW velocity up to 2.5 km/s MAGNETIC PROPERTIES OF AMORPHOUS MICROWIRES Performance of devices depends on GMI
Stratasys uPrint SE Plus Printer . Figure 4. Orientations of Specimens at 3D Printing Figure 5. Specimen in Sparse Structure printed by Fortus Before Compression Test . Mojo, and uPrint, ranged from 49.6 MPa to 55.3 MPa, 51.5 MPa to 55.3 MPa, and 49.9 MPa to 55.3 MPa, respectively. Ultimate compressive strengths of sparse structure
Rm MPa Rp0,2 MPa % MPa GPa Rm MPa Rp0,2 MPa % MPa GPa O 100 - 20 - - 0 186 90 19 125 73,1 H14 120 - 3 - - T3,T3511 430 267 20 260 73,1 H24 160 - 5 - - T4,T451 421 270 22 255 72,5 T6,T651 469 414 10 283 73 T8,T851-T8511 483 414 13 290 73,1 2017 Aluminium Alloys Mechanical Properties Tensile Strength Yield Strength Elongation Shear
8F 8C Time under stress, h ksi MPa ksi MPa ksi MPa ksi MPa ksi MPa 75 25 0.1 13 90 11 75 10 70 9.5 66 8.0 55 1 12 85 10 70 9.5 66 8.5 59 7.0 48 10 12 85 9.5 66 9.0 62 7.5 52 6.0 41 100 11 75 9.0 62 8.0 55 6.5 45 5.5 38 1000 11 75 8.5 59 7.5 52 6.0 41 5.0 34 212 100 0.1 11 75 7.5 52
The Tables also cover different strength grades of blocks, namely, 12 MPa and 15 MPa blocks. 4 Design taBLes Eight sets of Design Tables are provided to cover the following: Table 1 12 MPa block, single bars, simply-supported lintel. Table 2 12 MPa block, single bars, continuous lintel. Table 3 12 MPa bloc
diperoleh hasil uji kuat tekan pada persentase 5% naik sebesar 1,66 MPa, 10% naik sebesar 2,08 Mpa, dan pada persentase 15% naik sebesar 2,81 MPa. Lalu pada uji kuat tarik belah pada persentase 5% naik sebesar 0,07 Mpa, 10% naik sebesar 0,25MPa , 15% naik 0,35 MPa. persentase peningkatan tertinggi
