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From: Carrie Darnall
Date: 2.20.15
Subject: MPP, MPA Budget Projections - revised
Budget projections for the MPP and MPA academic programs are attached in the format supplied by the Budget Office for SIF requests. Both exclude any McGeorge facilities space costs.
MPP assumptions include:
• 5% tuition contingency
• $24,480 (at 20% discount) annual tuition for 48 unit program - $1020/unit. Cost to degree = $48,960 (FY15$)
• 3% annual tuition increase
• Two year cohorts reaching 26 student max each (48 total) in year 5
• Program Director plus two faculty FTE
• Potential donor revenue excluded from these projections
• SIF request does not include coverage for indirect costs – only for direct cost coverage (consistent with all academic program requests)
MPA assumptions include:
• 5% tuition contingency
• 41% discounted tuition for 40 unit program - $750/unit. Cost to degree = $30,000 (FY15$)
• 3% annual tuition increase
• Two faculty FTE
• SIF request does not include coverage for indirect costs – only for direct cost coverage (consistent with all academic program requests)
Masters in Public Policy 2.20.15 v3 FY15-16 (Year 0) (Year 1) FY17 (Year 2) FY18 (Year 3) FY19 (Year 4) FY20 (Year 5) FY21 Total SIF Request Degree = $48,960 @ $1020/unit (FY15$), 48 units (discounted)
Degree = $51,993 @ $1083/unit (FY17$), 48 units (discounted)
Enrollment - New Students 15 20 26 26 26 26
Enrollment Total (full time revenue generating) 15 33 43 48 48 48
Net Revenue (no indirects) (275,901) (328,794) 206,441 473,149 631,550 657,224 657,224
Net Revenue (with 40% indirects) (275,901) (479,543) (161,660) 4,390 90,789 100,240 100,240
SIF Request 1x (excludes payment for indirects) 275,901 328,794 - 604,695
Masters of Public Administration 2.20.15 v3 FY15-17 (Year 0) (Year 1) FY18 (Year 2) FY19 (Year 3) FY20 (Year 4) FY21 (Year 5) FY22 Total SIF Request Degree = $30,000 @ $750/unit, 40 units (FY15 $)
Degree = $32,760 @ $819/unit, 40 units (FY18 $)
Enrollment - New Students 20 25 30 30 30
Enrollment Total (part time revenue generating) 20 41 65 72 76
Net Revenue (no indirects) (70,000) (234,897) 20,319 325,427 378,908 426,671
Net Revenue (with 40% indirects) (70,000) (326,393) (177,284) 13,346 24,139 47,970
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Summary MPP and MPA Combined 2.20.15 v3 FY15-16 (Year 0) FY17 FY18 FY19 FY20 FY21 FY22 Total SIF Request
Enrollment - New Students 15 40 51 56 56 56
Enrollment Total (part time revenue generating) 15 53 84 113 120 124
Net Revenue (no indirects) (345,901) (328,794) (28,456) 493,468 956,976 1,036,132 1,083,894
Net Revenue (with 40% indirects) (345,901) (479,543) (488,053) (172,894) 104,135 124,379 148,211
This form should be completed for requests for SIF Funding for new programs or enhancement of existing programs. See instructions for additional information. Please submit this routing sheet with the proposal.
DATE: February 17, 2015
Campus Address & Phone Dean: FRANCIS J. MOOTZ III
Signature:
Address: McGeorge School of Law Phone: 916-739-7151
Department Chair: N/A Signature:
Address: Phone:
Type of Project: X New program Enhancement of existing program
(Choose One)
Purpose of Funding:
Title of New
Program: Master of Public Administration (M.P.A.)
Type of
Enhancement: Total Project Cost:
See attached budget
Total SIF Funding Request: $70,000 in Year 0; $234,897 in Year 1 ($304,897 total funding request)
Will matching funds, in-kind donations, or other monies be used towards this project? Yes X No
If yes, please identify: (Cost share/match must be tracked separately and department must provide support documentation of cost share/match) . The availability of matching funds, or other monies should be confirmed by Business & Finance prior to submission of this application.
Additional Information Required for Internal Review Does this project involve collaboration with another department? Yes No X If yes, please attach a separate page describing the collaboration.
OIT Does the project require additional IT support? NO
If yes, please describe:
Administration
Does the new project require additional administrative costs or changes to current administrative processes(i.e. Registrar, Financial Aid, tuition billing, etc.): If yes, please explain: Augmentation of McGeorge staff to provide service for all students on the Sacramento Graduate Campus Does the project require changes or additions to facilities? NO
and provide a rationale for the SIF funding request. Include in the rationale how the university will benefit from the enhancement. (500 WORD LIMIT) Please see page 3 for additional instructions.
Instructions for Use of the Routing Sheet
When submitting a Request for SIF Funding, the following must be attached: New Programs:
1. Proposal template
2. For a new program, a copy of the Academic Program Proposal, including the proposed 5-year budget.
3. Budget proposal for new programs should include a fundraising revenue/plan. (Will the department be raising money to support the new program? How much? When? Who is responsible? Has the fundraising plan been approved?)
4. Copy of the New Program Proposal Approval Sheet. Enhancements:
1. Proposal template. 2. The proposed budget.
This Routing Sheet and a copy of all the proposal materials should be forwarded to Linda Buckley, University Planning Office, 3rd Floor, Knoles Hall. All projects will be forwarded from the University Planning Office to Business and Finance for review of the budget and financial plan.
Proposal Deadline
SIF funding requests for new programs and enhancements will be submitted to IPC immediately following approval by the Provost.
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University of the Pacific, McGeorge School of Law
New Program Proposal: Master of Public Administration (M.P.A.) I. Executive Summary
Pacific McGeorge School of Law seeks approval of a Master of Public Administration (M.P.A.) program to be offered beginning in fall, 2017. The M.P.A. is a graduate degree designed for working professionals looking to advance to management and leadership positions in public sector programs and organizations, as well as executive positions in nongovernmental organizations and in the nonprofit sector. The degree is the public sector counterpart to a Master in Business Administration. With its proximity to and connections with state government, as well as strong relationships with business entities and law firms that work in the political arena, Pacific McGeorge is uniquely positioned to launch an M.P.A. that will provide professionals with the leadership and organizational skills to succeed at any level of government, and at any level of leadership, from manager, to supervisor, to the executive suite.
The M.P.A. degree will be offered on Pacific’s Sacramento Graduate Campus as part of a coordinated portfolio of graduate degree programs in business, law and policy, with a shared focus on health. The hallmark of this portfolio of programs will be “inter-professional education,” that will provide graduates with deep disciplinary knowledge, but also broad skills and understanding that cut across traditional professional degree programs. In the real world, professionals do not work in splendid isolation from each other or from professionals trained in other disciplines. Success in today’s complex world requires working collaboratively and effectively on inter-disciplinary teams with professionals from other disciplines who bring different perspectives and skills to the table. The goal of inter-professional education is to ensure
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that graduates, whose primary focus has been to develop professional competence in one discipline, have also been exposed to the knowledge, skills and perspectives of professionals in other related disciplines so they are ready to enter the workforce and immediately contribute to complex problem-solving in a variety of public and private organizational settings. The portfolio of new graduate degrees on the Sacramento Graduate Campus will include the M.P.A. degree, a Master in Public Policy, a Master in Public Health, and the recently launched Master of Science in Law. The Eberhardt School will locate a Master in Business Administration (with a health focus) on the Sacramento campus, and the McGeorge School of Law will continue to offer the Juris Doctor degree and several advanced, post-J.D. degrees (i.e., several LLM programs and a J.S.D. in water law). The portfolio will be administered in a unified manner to facilitate student enrollment in courses offered in other degree programs.
The M.P.A. degree will be deeply coordinated with the M.P.A. degree that is being proposed simultaneously with this proposal. The M.P.A. program requires only two full-time professors because it will draw on the three full-time professors hired as part of the M.P.P. program. Additionally, the M.P.A. program will round out its offerings by employing excellent adjunct professors from the Capitol, as well as courses offered through the J.D. and M.B.A. programs on campus.
The M.P.A. degree contributes to the University’s strategic goal of increasing non-J.D. revenue at the Sacramento Graduate Campus. It also adds depth to the focus on that Campus of providing inter-professional education in law, business and policy analysis. The M.P.A. will consist of a 39-40 unit program of evening courses. Part-time students would complete the program in three years, although the program could also be completed full-time. Students would be able to incorporate classes from the proposed M.B.A. and M.P.P. programs into their
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schedule, and the portfolio of courses across the programs will be administered to facilitate student enrollment in inter-professional courses. Specializations in the M.P.A. program may include Criminal Justice, Environment and Resources, Health, and Judicial Administration.
Enrolling 30 new part-time students per year would produce net revenue of $426,671 by year 5, which would result in a surplus of $47,970 after deducting all direct costs (including a 5% contingency) and indirect costs of 40% of net revenue. The M.P.A. program is projected to be “in the black” by year 3. Launching the program would require approximately $305,000 from the Strategic Investment Fund over two years. The program has limited downside risk because the costs will be kept low by coordinating with other programs in the Sacramento portfolio, and the program could cover its direct expenses with incoming classes as low as 16 part-time students per year. In addition to the financial benefit, this program will help position the law school and the University as the leading provider for graduate level education in the fields of government administration, policy, business, health and law in the Northern California/Northern Nevada market.
Accreditation may be pursued through NAPSAA, which appears to require a minimum of five dedicated faculty members. Further investigation will be needed to determine if both the M.P.P. and M.P.A. degrees can receive accreditation based on sharing the same five faculty members.
II. Statement of Demand/Need
a) Summary of Market Research and Supporting Data
As the largest and most influential state capital in the country, Sacramento is a natural geographic home for a prestigious public policy degree program. Government is the
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single largest employer in the Greater Sacramento Region with almost 30% of all jobs located in the government sector. Within the government sector, jobs classified as “public administration” are 15% of all Sacramento MSA employment, slightly higher than Washington D.C., and significantly higher than the 5-7% share in comparably sized state capital metro areas. The Legislature employs thousands of persons, most of whom have some role to play in policy-making. Most of the Executive Branch’s agencies are headquartered in Sacramento, and the governmental affairs office of the Judicial Branch is located in Sacramento. There are thousands of lobbyists and lobbyist employers in the region. Sacramento is the premier location outside of Washington D.C. for anyone interested in a career in policy making. Moreover, the M.P.P. is a versatile degree that prepares graduates for careers outside of government, including with consulting firms, non-profit and educational institutions, positions in health management, firms addressing environmental and sustainability concerns, utilities, and more.
Considering the high-concentration of government employment opportunities, there are relatively few public administration degrees awarded in the Sacramento area. CSU-Sacramento graduates about 25 students a year from its M.P.P.A. program, and there may be another 25 graduates combined in the weekend M.P.A. programs at the USF and USC satellite locations in Sacramento. Research conducted by the Pacific Business Forecasting Center reveals that there are between 2,666 and 5,157 public administration jobs for each M.P.A. or M.P.P. degree awarded in the local market each year. That ratio is five to ten times higher than the 500 public administration jobs per M.P.P. and M.P.A. degrees in the four most comparable state capitals (Austin, Albany, Columbus, and Denver). There could be up to 250 additional M.P.P. and M.P.A. degrees awarded in Sacramento each year before the number of Master’s degrees in this area was proportional to comparable state capital metro areas. This creates a significant
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opportunity for Pacific in Sacramento. When combined, the proposed M.P.P. and M.P.A. programs at Pacific would have fewer than 50 graduates per year and a combined enrollment of slightly more than 100. Investing in these synergistic programs is a modest risk for Pacific, and the data strongly suggest they could outperform the conservative projections that form the basis of this proposal.
The market assessment by the Business Forecasting Center was replicated by an independent market analysis performed by Hanover Research (Report dated October 2014). Hanover confirms that in “addition to the large government sector in the Sacramento MSA, secondary evidence suggests strong demand for professionals with MPA qualifications.” In California the conferral of M.P.A. degrees is growing at three times the state average for all master’s degree fields, but only two institutions within 50 miles of Sacramento offer this degree.
b) Description of the competitive advantages or appropriate benefits of the program By locating on the Sacramento Graduate Campus, the M.P.A. degree will deeply participate in inter-professional education, draw on the advantages of a high-profile economic research center (the Business Forecasting Center), and develop synergies with the law school and its policy oriented research centers and curriculum, supported by a strong alumni network across the Sacramento government and policy community. The USF and USC M.P.A. programs depend on professors flying into town for weekend classes. Pacific’s distinctive advantage is having resident professors teaching on weeknights, which most students prefer; a full-service campus experience; and a much stronger alumni network in the Sacramento area, especially through law school alumni who hold leadership positions throughout the Sacramento policy community. Compared to CSU-Sacramento’s M.P.P.A., Pacific will offer a stronger reputation and a true
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M.P.A. degree that collaborates with the M.B.A. program. Pacific’s M.P.A. will place more emphasis on management courses and less emphasis on quantitative and research courses than CSU-Sac’s M.P.P.A., thereby providing a curriculum that is more appealing to working adults in a part-time program. If Pacific M.P.A. students want more exposure to quantitative and policy analysis courses, they will be able to take electives in the M.P.P. program, but unlike the CSU-Sac program, they will not be required to take those classes to earn their degree. By offering the M.P.P. and the M.P.A. degree, Pacific will provide genuine options to students seeking a degree program that meets their needs. Pacific is in the perfect position to launch a strong M.P.A. program in the Sacramento area that will serve working professionals in the Sacramento area and attract new students seeking experiences in the Capitol.
c) List of comparable programs with an emphasis on programs in the region
The table below displays all M.P.A. programs in California, the number of degrees awarded for selected years over the past decade, and the current tuition cost of completing the program. With rare exceptions (such as the Monterey Institute), M.P.A. programs in California are part-time programs targeting working adults and requiring completion of 33-40 units. A number of programs can be completed on-line. The number of M.P.A. degrees has doubled over the past decade with strong growth in both public and private universities. Most M.P.A. programs, even in private institutions, cost less than $30,000.
In Sacramento, however, the options available to students are surprisingly limited. University of San Francisco and University of Southern California offer the M.P.A. as expensive weekend programs. The University of Phoenix recently started an M.P.A. program with in-person instruction at its Sacramento campus. CSU-Sacramento ended its M.P.A. program offered
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by the School of Business and Public Administration in the mid-1980s despite enrollments of 150-200 students when it became a more focused School of Business. Since 1989, CSU-Sacramento has only offered a hybrid M.P.P.A. program which grew out of social science programs and has significant quantitative and research requirements, making it atypical for an M.P.A. program and the target student demographics. The fastest growing M.P.A. programs are management focused, with a curriculum that emphasizes topics such as organizational behavior, human resources, and budgeting.
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California Masters in Public Administration
Completions 2013 2008 2003 Tuition Cost for program and notes
Public
California Poly-San Luis Obispo 13 18 - CSU MPAs cost $15,000-$18,000.
California State University-Bakersfield 43 23 20
California State University-Stanislaus 17 16 12
California State University-San Bernardino 74 63 51
California State Polytechnic University-Pomona 16 12 2
California State University-Chico 11 17 13
California State University-Dominguez Hills 18 90 42
California State University-Fresno 15 18 31
California State University-Fullerton 29 25 27
California State University-East Bay 105 72 70
California State University-Long Beach 119 118 58
California State University-Los Angeles 10 19 16
California State University-Northridge 327 133 53
California State University-Sacramento 26 21 13 M.P.P.A. program
San Diego State University 20 28 20
San Francisco State University 43 41 40
San Jose State University 23 19 10
Sonoma State University 13 7 1
California State University-Monterey Bay 5 6 -
San Diego State University-Imperial Valley 8 9 6
Public Subtotal 935 755 485
Private
California Baptist University 43 4 - $19,260 ($535*36 units)
California Lutheran University 47 16 8 $27,000 ($685*39 units + fees)
Golden Gate University-San Francisco 63 34 41 $24,300 ($675*36 units)
University of La Verne 31 16 11 $28,400 ($720*39 units + fees)
Monterey Institute of International Studies 23 36 10 $72,250 (2-year, 60 units), scholarships
National University 136 103 74 $21,276 ($394*54units)
Notre Dame de Namur University 22 7 18 $29,880 ($830*36)
University of San Francisco
(5-10 in Sacramento campus) 69 51 28 $42,140 ($1,080*39 units), appear to be significant scholarships available
University of Southern California
(20-25 on Sacramento campus) 138 80 62 $64,803 ($1,583*40 units + fees), some scholarships available
Brandman University 22 - - $21,600 ($600*36un)
University of Phoenix-Sacramento 17 - - $26,640 ($740*36un)
Private Subtotal 611 347 252
9 III. Program Objectives and Outcomes
a) Statement of the relationship between the program goals, the mission of the University of the Pacific, and the University strategic plan
The M.P.A. degree program is in complete alignment with Pacific 2020, in that it will provide a superior, student-centered learning experience integrating liberal arts and professional education and preparing individuals for lasting achievement and responsible leadership in their careers and communities. As part of the Sacramento Graduate Campus portfolio of professional graduate degrees, it will facilitate the “one university, three cities” vision because of the close working relationship that will be required between the Sacramento campus and degree programs in Stockton, and perhaps also in San Francisco.
b) Statement of the relationship between the program and the strategic plan of the school. Alignment with strengths and current academic programs
The law school completed its strategic plan in 2011 and then re-evaluated that plan in conjunction with the university’s strategic planning and the changing environment of law school applications. Even before the current steep decline in law school applications, the faculty and administration of the law school anticipated the need to become a smaller school and to generate other sources of income to replace J.D. tuition revenue. Development of complementary graduate programs as revenue sources that utilize the existing strengths of the law school was an outgrowth of that planning process. The M.P.A. degree aligns with the current strengths of the law school – its excellent foundational education, its expertise in a number of important policy fields, and its connections to the worlds of government and business in Northern California. Those connections, established through our faculty, alumni and community partners, will also
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provide a means of marketing this program to a host of professionals who could benefit from policy studies. The capacity to offer an evening program to M.P.A. students will also align with the law school’s strengths and current academic evening program. Because many of the targeted students will be working professionals, the existing robust evening division will provide a rich selection of core and elective courses.
c) List of Program Goals, including relationship with ILO’s
M.P.A. Learning Goals and Outcomes, and relationship with Institutional Learning Outcomes
Goals Outcomes ILO
Professional knowledge Identify issues that arise in the management of public
organizations; understand principles of program evaluation and budgeting; understand techniques of leadership and organizational management; appreciate the context of policy-making.
Major Field Competence
Critical Reading and Thinking Identify and evaluate research sources for policy and
program analysis; understand and evaluate budget analyses; interpret a wide variety of research sources, including databases, existing policy analyses, and legal texts; apply public policy analytic methodology to identify, differentiate and prioritize issues, deduce likely outcomes, and evaluate alternative strategies.
Critical and Creative Thinking
Communication Skills Select, apply, and adapt
interpersonal communication and conflict resolution skills in public sector organizational context; understand strategy and techniques of media
11 communication. Leadership and Collaborative
Work Strategies Lead and manage in public governance context; collaborate with other policy-makers and stakeholders to develop and improve
management of public sector organizations
Collaboration and Leadership
Professionalism and ethical
behavior Identify ethical issues that arise in public sector leadership and management.
Ethical Reasoning
d) Description of specific methods and measures which will be used to assess program effectiveness and student learning as per the stated program outcomes
Outcome Assessment
Method Source of Data How often Who will interpret Who will use
Professional
Knowledge Pre and Post tests using course embedded direct assessment Introduction to Legal Reasoning and Public Policy and Executive Management Practicum Initially after two years, then every 3-4 years Program
Director Program Director in consultation with faculty
Critical Reading and Thinking
Pre and Post tests using course embedded direct assessment Introduction to Legal Reasoning and Public Policy and Executive Management Practicum Initially after two years, then every 3-4 years Program
Director Program Director in consultation with faculty
Communication
Skills Instructor and employer evaluation; student reflection and self-evaluation Public Leadership and Management and Executive Management Practicum Initially after two years, then every 3-4 years Program
Director Program Director in consultation with faculty Collaborative Work Strategies Instructor and employer evaluation; Public Leadership and Initially after two years, then every 3-Program
Director Director in consultation with faculty
12 student reflection and self-evaluation Management and Executive Management Practicum 4 years Professionalism and Ethical Behavior
Pre and post test using embedded direct assessment
Professional
Ethics course Every 3-4 years Program Director Director in consultation with faculty
e) Program Delivery, include mode of instructional delivery, locations, and targeted audience
The program will be delivered at the Sacramento Graduate Campus through live classes initially, the vast majority of which will be taken with at least some students seeking other professional degrees offered on the campus (i.e., M.P.P., M.P.H., J.D., and/or M.B.A). Eventually, as the CTL and Distributed Learning capabilities increase at Pacific, integration of hybrid, or in some cases on-line, courses will become feasible. The primary targeted audience is college graduates seeking careers in the public sector and working professionals with a B.A. who are already working in the public sector or private, nonprofit sector.
f) Course and Program Requirements
The M.P.A. is a 39-40 unit program that would normally be completed by a part-time student in two and one-half to three years, taking 6 units per semester and 3-6 units in the summer. The curriculum would have significant core classes that could be integrated with the M.B.A. program, as well as some electives and possibly a core class in policy and law that could be integrated with the M.P.P. and M.S.L. The business and management classes that most likely would be integrated into an M.P.A. are organizational behavior, leadership, management
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information systems, and ethics. Many M.P.A. programs do not include managerial economics or statistics as requirements, but these could also be integrated into an M.P.A. core and certainly could be taken as electives. As Pacific’s M.B.A. program is currently structured, most of these subjects are covered in the integrated 20 unit BUSI 211 course. The list of classes below provides an outline of a possible M.P.A. curriculum and illustrates the rich inter-professional opportunities that are available and could be developed o the Sacramento campus.
Required and Elective Courses
Subject & Course # / Title Unit(s) IPE __ Introduction to Legal Reasoning and Public
Policy 3 New Course / Required
MPA/MPP __ Economics for Public Policy Analysis and Administration I or MPA/MBA
Managerial Economics 3
New or Existing Course / Required
MPA/MBA __Data and Decisions 2 Existing Course / Required
MPA/MBA__ Management and Organizational
Behavior 2 Existing Course/Required
MPA/MBA__ Management Information Systems 2 Existing Course/Required
MPA/MPP __ Public Leadership and Management 3 New Course / Required
MPA __ Public Budgeting & Management 3 New Course / Required
MPA __ Program Evaluation 3 New Course / Required
MPP __ Executive Management Practicum 3 New Course / Required
IPE __ Professional Ethics 3 New Course / Required
Legislation Courses
JD 503 Legislation / Statutory Interpretation 3 Existing / Elective
JD 517 Legislation and Regulation 3 Existing / Elective
JD 853 Legislative and Public Policy Clinic 2 Existing / Elective
JD 513 Legislative Decision-Making: Power
& Influence in California 2 Existing / Elective
JD 822 Legislative Process, Strategy &
Ethics 2 Existing / Elective
JD 568 California Initiative Review 2 Existing / Elective
Health Courses
JD 570 Health Law 3 Existing / Elective
JD 572 Public Health Law 3 Existing / Elective
JD 710 HIPPA Privacy – Health Law 2 Existing / Elective
JD 745 Elder Law and Social Policy 3 Existing / Elective
JD 577 Compliance in the Health Care Industry: Real World Application of Law to
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BUSI 250 Health Finance: Health Insurance 3 Existing / Elective
BUSI 251 International Healthcare Systems 3 Existing / Elective
BUSI 252 Healthcare Law 3 Existing / Elective
BUSI 254 Health Economics 4 Existing / Elective
Environmental and Resources Courses
JD 507 Environmental Law 3 Existing / Elective
JD 510 Natural Resources Law 3 Existing / Elective
JD 230 Water Resources Law 3 Existing / Elective
Constitutional Law and Civil Rights Courses
JD 163 Constitutional Law 4 Existing / Elective
JD 541 Civil Rights Litigation 2 Existing / Elective
JD 780 Sexual Orientation and the Law 2 Existing / Elective
Business Courses
BUSI 210 Business and Public Policy 3 Existing / Elective
BUSI 213 Corporate Social Responsibility 2 Existing / Elective
BUSI 247 Consumer Behavior 3 Existing / Elective
BUSI 270 Human Resource Management 3 Existing / Elective
BUSI 279 Leadership 2 Existing / Elective
JD 151 Business Associations 4 Existing / Elective
JD 433 Employment Law 2 Existing / Elective
JD 555 Labor Law 3 Existing / Elective
JD 526 Mediation 3 Existing / Elective
JD 802 Negotiation & Settlements 3 Existing / Elective
15 IV. Program Budget
a) Enrollment Projections (new students)
The enrollment projection assumes that the program achieves 30 new part-time students per year by the third year. Retention to a second year is assumed to be 80%, and 22 out of 30 entering students remain enrolled for a 3rd consecutive year and complete the part-time program.
Part-time Year 1 Year 2 Year 3 Year 4 Year 5
New students 20 25 30 30 30
Continuing 16 35 42 46
Total 20 41 65 72 76
b) Description of additional resources and rationale required in support of this program
Assuming an M.P.P. program is implemented and the M.B.A. is established in Sacramento, the M.P.A. program can be established with two new faculty members, with a few courses covered by adjuncts. Administrative needs would be limited since the program can be administered and marketed in combination with these other programs. Ultimately, for accreditation purposes with NAPSAA, we would need to identify 5 full-time faculty members who are committed to the program. This issue requires further research and discussion with NAPSAA, but presumably if an M.P.P. program is also introduced seeking NAPSAA accreditation, there could be 5 full-time faculty members between the two closely related degrees. Five faculty members are the minimum to provide coverage for the courses in the two programs, and the minimum for accreditation purposes.
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The proposed program is not dependent on any formal partnerships, collaborations or joint ventures with organizations external to the university.
c) Expected incremental revenues for the first five years of the program
As shown in the above table on competing programs, most M.P.A. programs have a total cost of under $30,000, even at private universities. At Pacific’s graduate tuition of $1276 per unit, the sticker price of the M.P.A. program would exceed $51,000, higher than every M.P.A. program in California except for USC which is part of a public policy school ranked in the top 10 in the U.S., and the Monterey Institute of International Studies which has a unique, specialized M.P.A. program for full-time students. The University of San Francisco has an advertised cost of $42,000 and just over $1,000 per unit, but it advertises a number of scholarships for M.P.A. students such that the real cost for many students may be closer to $30,000. Other privates have a program cost in the mid-20’s including the University of Phoenix in Sacramento.
To compete in the M.P.A. market, especially as a new program, Pacific must discount its regular graduate tuition significantly either by advertising a lower tuition for the program or by heavy discounting and offering scholarships to encourage applications. With a program cost of $30,000 (tuition of $750 unit), Pacific would be higher than most private institutions, and almost twice as costly as CSU, but below the cost of USF and USC. The revenue projections in the budget assume that tuition is discounted to $750 per unit, on average. The level of discounting could be reduced in the future if demand for the program is high and Pacific continues to build its reputation in these fields in Sacramento, but it is unlikely that an M.P.A. program could ever be completely undiscounted or generate the kind of revenue per unit that an M.P.P., M.B.A., or
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law degrees can. Nevertheless, as illustrated on the attached budget, an M.P.A. program is still viable at this reduced tuition.
Year 1 Year 2 Year 3 Year 4 Year 5
$ 228,741 $ 494,007 $ 780,201 $ 886,924 $ 946,751
d) Expected incremental expenses for the first five years of the program
Year 1 Year 2 Year 3 Year 4 Year 5
$452,201 $ 448,987 $ 454,774 $ 463,670 $ 472,743
e) Budget Narrative
The law school’s current administrative structure should be able to manage issues such as registration and financial aid once systems are put in place for the new degree. The augmentation of law school staff to provide services for the new graduate programs would be covered by the 40% indirect charge to the program. There will be no additional classroom space needed. The budget includes 2 full-time faculty members who would be hired at an average salary of $100,000, one administrative staff member, an on-going marketing budget of $25,000, and $5,000 per faculty member for faculty development and travel. Within three years, projections show that revenue should be high enough to cover these direct expenses, a 5% contingency, and administrative costs of 40% of tuition. It is anticipated that the two faculty lines would not be tenure-track, but rather would be defined by contract for an initial term with the opportunity for longer-term contracts that contain protections for academic freedom without limiting the ability to close or curtail the program for financial reasons.
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V. Relationship to Existing Programs and University Goals
a) Description of the likely impact this program will have on other academic programs offered by any school or college in the University
This program will not have any negative impact on other academic programs offered by any school or college in the university. In fact, the synergies between the M.P.P. and the J.D. and M.B.A. ensure that there will be a substantial positive impact on other academic programs.
b) Contribution the program will likely make to one or more of the four strategic goals of the university
Section III, above, addresses the alignment of this program with the University’s strategic goals. The program aligns with all of the university’s strategic goals.
c) Explanation of how the proposed degree program builds upon the strengths of the existing faculty
Many of the elective courses offered to M.P.A. students will be the same as those taught by the existing faculty in the business and law schools. The areas identified as potential areas of emphasis also correspond with existing strengths, such as government law and policy, dispute resolution, and criminal justice. In the area of health care, the law school will offer a detailed curriculum and a clinic, and the M.B.A. program will have faculty expertise in this area.
19 VI. Proposed Program Accreditation Requirements
The M.P.A. will seek accreditation by the Network of Schools of Public Policy, Affairs and Administration (NASPAA). NASPAA is the recognized accreditor of master’s degree programs in public policy, public affairs and public administration (see www.naspaa.org). The review/accreditation process combines program self-study, review by the Commission on Peer Review and Accreditation, and a two to three day campus visit by a site visit team. The review/accreditation cycle begins each year on August 15, with the submission of a Self-Study Report. In June, the Commission meets for a final review session and determines if a program is in conformity with the standards. Subsequently, the Commission publishes an Annual Roster of Accredited Programs. As a general matter, for newly-established programs, the accreditation process can take as long as 3 or 4 years. NASPAA's membership consists of 280 member institutions, which offer undergraduate and graduate degrees in public affairs and administration. Of the total number of programs eligible to participate in peer review, 184 programs at 173 schools (61% of member institutions) have been accredited.
The M.P.A. program will require acquiescence of the American Bar Association.
Principally, the A.B.A. is concerned about whether a new degree program will detract necessary resources from the J.D. program. The Sacramento campus’s commitment to inter-professional education should be viewed as a contribution to the quality of our J.D. program, and the modest number of M.P.A. students (compared to the J.D. program) and the wide variety of courses they can take makes any interference unlikely.
20
VII. Criteria for Evaluating Program Success or Continuation
The means proposed for assessing program outcomes for the M.P.A. are set out in Section III above. If the Program is not meeting enrollment and financial targets after three years, it could quickly be discontinued by allowing continuing students to finish their programs over the next two years, not accepting a new student cohort, and not renewing faculty contracts. The program would thus ensure that all students admitted to the program will be provided up to two years after program termination to complete their part-time degrees. Contract faculty might be terminated at the end of the first year if law school and business courses could provide the final year of classes for completion of the degree, unless the M.P.P. program was successful and supported the retention of the contract faculty.
MPA budget draft with tuition discount 02 20 15 v3.xlsx MPA 2.20.15 2/20/2015 3:53 PM
Campus: Sacramento
Degree = $30,000 @ $750/unit, 40 units (FY15 $) Degree = $32,760 @ $819/unit, 40 units (FY18 $)
Total Total Total Total Total Total
Enrollment
Program Majors (NEW STUDENTS): 20 25 30 30 30
Fall (Total Headcount) Full-time students
Part-time students (6 units) 20 41 65 72 76 30 new part-time students per year by year 3
Spring (Total Headcount) 80% retention to 2nd year
Full-time students graduate after 6 semesters and 2 summers
Part-time students (6 units) 18 38 62 69 71
3rd Term (Total Headcount) (If Applicable)
Full-time students - -
-Part-time students (3 units) 17 37 45 48 48 6,6,3,6,6,3,6,6
Program Credit Hours Generated:
Full-time students - - - -
-Part-time students 279 585 897 990 1,026 assume 6 units each semester and 3 units in summer
Revenue
Rate per unit (full time) based on FY15 $1276, incr 3% annually 1,394 1,436 1,479 1,524 1,569 increase 3% annually
Rate per unit (part time) 1,394 1,436 1,479 1,524 1,569
Tuition 389,015 840,147 1,326,873 1,508,375 1,610,121
Financial Aid (tuition/unit effective rate is $819/unit) 160,274 346,141 546,672 621,450 663,370 discount lowers per unit cost to $750 (FY15$) unit comparable to peer schools
Discount Rate (41.2% = $750/u in FY15 $) 41.2% 41.2% 41.2% 41.2% 41.2% degree costs $30,000 at $750 unit ($32,760 @$819/u in FY18)
Net Tuition 228,741 494,007 780,201 886,924 946,751 if demand is high, discounting can be reduced over time
Other revenue (specify in comments)
TOTAL REVENUE - 228,741 494,007 780,201 886,924 946,751
One Time Base Total One Time Base Total One Time Base Total One Time Base Total One Time Base Total One Time Base Total
Direct Program Expense
Personnel
Faculty (full time and part time) - 212,242 212,242 216,486 216,486 220,816 220,816 225,232 225,232 229,737 229,737 2% annual increases
FTE - 2 2 2 2 2 2 2 2 2 2
Adjuncts - - 21,649 21,649 54,122 54,122 55,204 55,204 56,308 56,308 2% annual increases
Staff (full time and part time) - 42,448 42,448 43,297 43,297 44,163 44,163 45,046 45,046 45,947 45,947 2% annual increases
FTE - 1 1 1 1 1 1 1 1 1 1
Student Salaries
Other Salaries (Stipends, Temps) - - -
-Benefits @ 30% (permanent) - - - - 76,407 76,407 - 77,935 77,935 - 79,494 79,494 - 81,084 81,084 - 82,705 82,705
Benefits @ 18% (Adjuncts and Other) - - - - 3,897 3,897 - 9,742 9,742 - 9,937 9,937 - 10,135 10,135
Total Salaries, benefits - - - - 331,100 331,100 - 363,267 363,267 - 408,340 408,340 - 416,506 416,506 - 424,837 424,837 Supplies and Expense
Supplies - 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
Faculty development - 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
Travel - 5,306 5,306 5,412 5,412 5,520 5,520 5,631 5,631 5,743 5,743 2% annual increases
Technology 10,000 10,000 6,367 3,184 9,551 3,247 3,247 3,312 3,312 3,378 3,378 3,446 3,446 2% annual increases
Equipment - - -
-Marketing/Promotion - 26,530 26,530 27,061 27,061 27,602 27,602 28,154 28,154 28,717 28,717 2% annual increases
Ramp up enrollment, marketing, communications 60,000 60,000 40,000 40,000 40,000 40,000 - -
-Furnishings - 10,612 10,612 - - -
-Relocation Costs - 19,102 - 19,102 - - -
-Debt Service - - -
-Other - - -
-Total Supplies and Expense 70,000 - 70,000 76,081 45,020 121,101 40,000 45,720 85,720 - 46,435 46,435 - 47,163 47,163 - 47,907 47,907
TOTAL DIRECT PROGRAM EXPENSE 70,000 - 70,000 76,081 376,120 452,201 40,000 408,987 448,987 - 454,774 454,774 - 463,670 463,670 - 472,743 472,743
Contingency: 5% of net tuition - 11,437 24,700 39,010 44,346 47,338
Net after Direct Expenses and Contingency (70,000) (234,897) 20,319 325,427 378,908 426,671
% of Revenue #N/A #N/A 4.1% 41.7% 42.7% 45.1%
Less Facilities (Direct/Rental)
Space (sq ft)
Less Indirect Costs
Administrative @ 40% of tuition - 91,496 197,603 312,080 354,770 378,701
Indirect Costs - Other (Itemize)
Net Program Revenue after Indirect Allocation (70,000) (326,393) (177,284) 13,346 24,139 47,970
Funding from Other Source (Other than Program Revenue, specify in comments) 0 0 0 0
Request from SIF Funding for One-Time expenses 70,000 234,897 0 0 0 0
Request from SIF Funding for Recurring Expenses (not Additive) - - -
-Comments
