Conclusion

Developing a quality innovative program is not an easy task. It is an ongoing process that requires creativity, flexibility, collaboration, reflection, analysis, and response to public, institutional, and student concerns. There is a great deal of overlap and hence commonality in professional standards among the three disciplines. It is important for program faculty and instructors to be cognizant of similarities and differences between standards and ensure that required knowledge and skills are addressed and assessed. The foundational knowledge presented in the MPA program is regularly recommended and required of anyone in a leadership position, whether it is in education, government, a nonprofit organization, or in the corporate world. Educational, non-profit, government, and for-profit organizations are not isolated in the world beyond academia. Members of these organizations interact, work together, and depend upon each other on a regular basis. What better way can there be than to prepare these future leaders together and for professors to model the integration and interactions in practice? The University of Michigan-Dearborn is doing just that in their Masters of Public Administration program.

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