Master of Public Administration
Guided by a committee of active public sector leaders and educators, our M.P.A. curriculum combines rigorous policy and leadership coursework, experiential learning opportunities and collaborative activities.
The M.P.A. primarily relies on asynchronous assignments that encourage self-paced, flexible learning, but students will be able to connect with classmates, instructors and guest speakers in live evening classes held on Zoom.
Students can earn their degree on a part-time schedule in two years, or six terms, by taking two courses per term. Full-time students can complete their degree faster by taking more than two courses each term.
Degree requirements overview
Students must complete 36 credit hours to earn their online Master of Public Administration.
- Core courses make up 24 credit hours
- The remaining 12 credit hours are fulfilled by electives
Learning outcomes
Our curriculum aims to equip students with a strong foundation in leadership and management of public sector organizations as well as implementation and evaluation of public policy. In addition to enhancing students’ writing and public speaking skills, the program provides thorough training in quantitative and qualitative analysis. In our program, students will:
- Design, implement and evaluate public policy, and understand the unintended consequences of policymaking.
- Develop leadership and management skills needed for effective governance in public sector organizations.
- Apply ethical decision-making frameworks to ensure transparency, accountability and public trust in administration.
- Identify policy solutions and political and economic institutions that influence the policy process.
- Learn how to communicate and advocate in order to effectively engage stakeholders.
- Develop a basic understanding of economics in the public sector while also gaining proficiency in public finance and budgeting, in order to manage and allocate public resources responsibly.
Immersion experiences
The M.P.A. program prioritizes networking so that students have the opportunity to form close relationships with current and aspiring public administration professionals. Students are required to participate in two on-campus immersion experiences that provide networking opportunities and offer an avenue to a deeper understanding of public sector leadership and policy implementation.
The first immersion takes place at the beginning of the program and involves interactive lectures, workshops and meetings with faculty and public administration professionals. This opportunity is designed to introduce students to the foundations of public administration and set a positive tone for their academic journey.
The second immersion occurs during the Capstone B course, typically in the final term of the program. Students present their capstone projects to classmates, faculty members and public administration professionals working in a variety of sectors.
During the immersions, students will:
- Meet and network with current and aspiring public sector leaders.
- Gain a deeper understanding of the foundations of public administration, including theoretical frameworks for analysis as well as real-world case studies of how these are applied.
- Work on a real-world public administration problem and propose solutions that are well designed and rooted in implementation science.
Coursework and format
Your coursework will vary depending on instructor and course. Each course offers a blend of rigorous writing components and collaborative activities. Expect less of the traditional fill-in-the-blank tests or history-style content, as we emphasize writing, analysis and project-based assessments. Some coursework may include:
- Live evening classes
- Self-assessments
- Written assignments
- Individual and group projects
- Simulations
- On-campus immersions
Request information
To download a program brochure and learn more about the Master of Public Administration offered by SMU, please fill out the form. You can also get in touch with an enrollment counselor directly by calling us at 855-741-1818.
Course descriptions
Core courses
Eight core courses are required.
Students explore the dynamics and political processes of public policymaking in the United States (including federalism, separation of powers, and the interaction of public, nonprofit and corporate sectors) and apply various frameworks and theories for approaching policy review/analysis. Students are introduced to basics of public administration that will be explored further in other courses, such as transparency, accountability and participation. The course examines fundamental theories, structures and processes of governance in the United States, including the evolving roles and responsibilities of public, nonprofit and private sectors. A mandatory two-day immersion experience on the SMU campus occurs during the term the course is taken.
Students learn the essentials of research design and practical application of statistical data methods to support effective decision making. Students will learn the basic foundations of qualitative and quantitative research methodologies frequently used in social science and policy research in order to aid reading and interpreting research studies in public policy. This course emphasizes the practical application of statistical data methods and tools to real-world data. Topics include descriptive statistics, estimation and tests for statistical significance. The course encourages hands-on work with real data to practice using data analysis in decision making.
Students explore the fundamentals of economic theory as applied to public policy as well as the role of key economic institutions, such as the Federal Reserve. Students discuss the economic rationale for government and review public expenditures in education, healthcare, defense, infrastructure, welfare programs and social security. Includes analysis of government’s role in a market economy and introduces methods of economic analysis. Additional topics include resource scarcity, opportunity cost, market equilibrium, allocative and productive efficiency, welfare economics, market failure, intended and unintended consequences of policy interventions, efficiency versus equity and cost-benefit analysis.
Students gain a broad understanding of internal and external strategic communications within the public sector, focusing on the role of effective communication in advancing organizational goals, shaping public policy and engaging diverse stakeholders. Students will learn to design, implement and assess communication strategies that are aligned with organizational objectives and responsive to the needs of various audiences. The course covers key topics such as strategic message development, media relations, digital and social media strategies, public speaking, crisis communication, fundamentals of conflict management and negotiations and the behavioral science behind effective communication and interpersonal dynamics.
Students examine best practices in organization theory and management with a focus on the unique challenges faced by public organizations. Key topics include organizational performance and resiliency, information management, ethical decision-making, transparency, accountability and the design of performance feedback mechanisms. The course emphasizes the differences between public and private sector management with special consideration given to the efficient incentive structures needed for public sector workers. Students learn tools and frameworks for strategic planning, exploring how leadership and collaborative systems play a role in the management of public organizations in dynamic political environments. The course also examines the various stakeholders in the public sector, including elected officials, bureaucrats, voters, lobbyists, special interest groups, public-private partnerships, donors and the role of nonprofits.
Students will have the opportunity to examine the ethical tradeoffs of different policy decisions, as well as the ethics of leading in the public sector/public administration. Students examine relevant theory and research regarding ethics and leadership in public organizations/public service and administration and develop a personal foundation for ethical leadership. Students consider arguments for and against different normative approaches (e.g., utilitarianism, client advocacy/representation, emphasis on the most vulnerable) to policy formulation and evaluation. Topics include decision theory, including values-based decision-making. A key focus will be the implicit and explicit assumptions underlying different conceptions of what constitutes “good” or “effective” public policy and leadership.
Students will explore the role of public agency structure, political considerations and legal constraints in the policymaking process. Students will examine the organization, staffing and functions of public agencies, as well as the legal and political frameworks that shape their scope of power. Key topics include the evolution and organization of public administration, judicial decisions, political frameworks and statutes that impact the authority of public administrators. The course will also cover the relationships between agencies, elected officials, the courts and private sector partners, and how these dynamics influence policy implementation and administrative discretion.
Students gain real-world experience in the nuances and challenges of developing public sector administration solutions. Students use knowledge and skills acquired in the program to analyze a real-world public sector implementation or administration question for a client organization. In consultation with a faculty member and working with a small group of fellow students, students examine a public administration question in an analytically rigorous manner. By interacting with a client organization, students develop an understanding of the administration issue facing the organization and determine the appropriate approach to addressing it so that they can provide a systematic analysis. Students gain an understanding of the many steps and decisions that are needed to produce a report with recommendations with real-world problems and organizations.
Students complete the client-based policy work they started in Capstone A, and they make a presentation to a panel of experts for feedback on the work they did. Capstone B should be taken the term immediately following Capstone A. A mandatory one-day immersion experience occurs on the SMU campus during the term the Capstone B course is taken.
Elective courses
Students choose four elective courses to round out their courseload. Below are the current options, and more electives will be added over time. Students can take two of the M.P.P. electives as well.
Students learn why budgeting and finance are critical aspects of public policy and administration and explore how to determine how much policies/programs are going to cost and how they will be paid for. This course will cover the process of budgeting along with the practical tools necessary for agile, dynamic and proactive budgeting. The majority of the course will be dedicated to financial management concepts, strategies and tools necessary for successful public policy implementation and administration. Topics include fundamentals of financial projections and sensitivity analysis; innovative financial approaches for public policy implementation such as blended finance, social impact bonds and risk sharing and related case studies; interest groups; stakeholder groups; incentives; and using financial analysis in policy decision making and in setting spending priorities.
Students will build a better understanding of leadership theories and how they underlie practice in public administration. The course will guide students in assessing and improving their own managerial skills and competencies. Students gain knowledge of the behaviors and practices of human resource management. Students explore public sector human resources management from multiple perspectives, including theoretical, legal, political, policy and practical, and they get a deeper understanding of how the incentive structures for talent management differ in the public sector versus the private sector. Class learning is both theoretical and experiential.
Students will undertake an in-depth exploration of project management principles and practices within the public sector, with a focus on strategic alignment and achieving organizational objectives. Students will learn how to plan, execute and oversee projects that are critical to public administration, ensuring that they are completed on time, within budget and with the intended impact. Key topics include project planning and scheduling, resource management, risk assessment, stakeholder engagement and performance evaluation. The course emphasizes the strategic role of project management in driving policy implementation, improving public services and managing change in public organizations.
Additional elective courses from other programs might be considered for credit as applicable.
Immersion experiences
Students are required to attend two immersion experiences on-campus during the program as part of two courses: Principles of Public Administration (taken in the first term of the program) and the Capstone B course (taken in the last term of the program).
For the first immersion experience, students will spend two days on campus (Friday/Saturday) during the first semester. Students will get a chance to meet in person with classmates, faculty and public administration professionals for interactive lectures, workshops, Q&As and informational sessions. A guided tour of the George W. Bush Presidential Center, including the Bush Institute think tank, will be included during this experience. These two days will cover the foundations of public administration, as well as provide a strong introduction to the program. This immersion experience is part of the Principles of Public Administration class, and coursework and class time will be modified to accommodate the in-person experience.
The second immersion experience occurs when students take the Capstone B course, usually in their last term of the program. At the beginning of the Capstone A course, students will be assigned a client public administration project to work on in teams. They will continue this work in Capstone B. They will use these two terms to conduct rigorous analysis and develop a presentation with their analysis and proposed solutions/recommendations. Students will meet on campus for one to two days at the end of the term during Capstone B to present their final capstone project to their client and faculty. Group work will be required throughout the term, but can be done virtually. Some teams may choose to come to campus more frequently to work.