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Public Sector Financial Management |
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The PSFM specialization prepares future leaders and the individuals who will assume major management responsibilities at the local, state and/or federal level. Leadership and management are needed now more than ever. The public demand for excellence in the management of public resources has never been stronger. Virtually every level of government faces unprecedented pressure for improved accountability while striving to provide high levels of service at low cost. This growing challenge requires a keen understanding of complex financial mechanisms, management and leadership theories and practices, and the ability of government to work with the private and nonprofit sectors. Public Sector Financial Management Alumnus Jobs • Senior Consultant, Booz Allen Hamilton • Senior Budget Analyst, City of Pittsburgh, Office of Management and Budget • Asst Director, National Policy Programs, Rural Policy Research Institute • Asst Director of Operations, State of Maryland, Dept of Health and Mental Hygiene • Policy Analyst, State of Maryland, Office of Legislative Services • Deputy Director, Communications, Office of the Comptroller, State of Maryland • State Representative, Office of Juvenile Justice & Delinquency Prevention, U.S. Department of Justice • Analyst, U.S. Government Accountability Office • Budget and Management Analyst, U.S. Office of Management and Budget • Senior Associate, Under-Secretariat of Treasury, Turkey • Asset Manager, Urban Housing Solutions, Inc.
PSFM Specialization Curriculum • Financial Systems & Control (PUAF 699E) discusses how to create financial systems that permit leaders to ensure that resources are being allocated as planned. • Analysis of Fiscal Conditions (PUAF 712) introduces students to information and methods used to analyze the financial condition of state and local governments. Offers a framework for analysis of government revenues, expenditures, debt, pensions, and internal resources. • State and Local Government Budgeting (PUAF 716) looks at how capital and operating budgets are developed, legislatively reviewed, adopted, administered and evaluated. Emphasizes how community dynamics, demography, fiscal conditions and politics shape budgets and state and local revenue forecasting; and the implications of governmental reinvention for budgeting. Relies on original source materials and budget documents from state and local governments. • Federal Budgeting: Policy and Process (PUAF 717) examines budgeting as a political and administrative instrument of the government. Considers the development of budgeting; the multiple uses of the budget, including the budget's role in fiscal policy and resource allocation; the roles and relationships of the major participants; and current issues such as the effects of resource scarcity on budgeting behavior. Emphasizes the federal level, but state and local practices are also considered. Plus at least one of the following courses: • Leadership (PUAF 692) provides a multi-sector (public, private and not-for-profit), multi-disciplinary, and comparative overview of leadership, and employs lectures, case analyses, readings, films and structured exercises; at every turn, theory is tied to practice -- to the exploration and development of those skills, tactics, and strategies most commonly associated with effective leadership and management. • Leading & Motivating People (PUAF 699L) explores the theories, models, and research findings concerned with human motivation and behavior most relevant to the task of influencing people so that they are able to achieve positive and timely results. It includes an introduction to leadership theory, cognitive development and human motivation theories, and positive, depth, and other psychological approaches. It then applies such knowledge to the development of self-mastery and interpersonal skills, the building of healthy and effective teams and organizations; and to the direction of successful change efforts. • Issues in Information Policy & Technology (PUAF 698P) introduces students both to the thicket of issues surrounding the public availability of information and the use of information technology to make government more efficient, accessible, and effective. • Managing Differences: Resolving Conflict & Negotiating Agreements (PUAF 752) enhances students' negotiation and leadership skills for managing differences; uses a group relation perspective on the behavior of groups and individuals in groups to understand negotiation dynamics; studies the nature of conflict, how to handle two and multi-party conflicts, and the impact of mediators on negotiations; and blends skill-building exercises, theory discussions, and dialogue. • Advanced Negotiations (PUAF 753) deepens the student's negotiation and leadership skills for managing differences between individuals and groups; covers conflict, escalation, dealing with intractable conflicts, sustaining agreements in inter-group conflicts, and the effects of trauma on; studies identity-based conflicts using the ARIA (Antagonism, Resonance, Invention, Action) model; and blends skill building exercises and theory discussions. Finally MPP Students are also required to take MF&L Project Course (PUAF 790) Students analyze and recommend responses to a current management issue for a real-life client. Emphasizes problem definition, organization of information, and presentation of results.
Primary Public Sector Financial Management Faculty
Centers conducting Public Sector Financial Management research
PSFM Specialization Director For more information on the Management & Leadership specialization, contact:
Professor Kenneth Apfel |
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