taskstream plan

NEW YORK UNIVERSITY BULLETIN

2013–2015

ROBERT F.

WAGNER GRADUATE SCHOOL OF

PUBLIC SERVICE

N EW Y O R K U N I V E R S I T Y B U L L E T I N 2 0 1 3 - 2 0 1 5

RobertF.WagnerGraduate School of

Public ServiceANNOUNCEMENT FOR THE 75TH AND 76TH SESSIONS

THE PUCK BUILDING295 LAFAYETTE STREET

NEW YORK, NEW YORK 10012wagner.nyu.edu

Notice: The policies, requirements, course offerings, schedules, activities, tuition, fees, and calendar of the school and its departments and programs set forth in this bulletin are subject tochange without notice at any time at the sole discretion of the administration. Such changes may be of any nature, including, but not limited to, the elimination of the school, programs, classes,or activities; the relocation or modification of the content of any of the foregoing; and the cancellation of scheduled classes or other academic activities.Payment of tuition or attendance at any classes shall constitute a student’s acceptance of the administration’s rights as set forth in the above paragraph.

CONTENTS

An Introduction to New York University................................3

Administration and Faculty of the Wagner School ...................8

The Wagner Tradition in Public Service ...............................10

Robert F. Wagner Graduate School of Public Service ..............11

Degree and Special Programs ..............................................15

Admission, Financial Aid, Tuition, and Fees ......................37

Registration, Advisement, Academic Policies, and Requirements for Graduation .............................................42

List of Courses ..................................................................48

Program Related Facilities .................................................55

Washington Square Campus Map........................................58

Degree and Certificate Programs as Registered ......................60

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The historic Puck Building, home of the Robert F. Wagner Graduate School of Public Service.

he founding of New York University in 1831 by a group of eminent private citi-zens was a historic event in American education. In the early 19th century, a majoremphasis in higher education was on the mastery of Greek and Latin, with littleattention given to modern or contemporary subjects. The founders of New York

University intended to enlarge the scope of higher education to meet the needs of personsaspiring to careers in business, industry, science, and the arts, as well as in law, medicine, andthe ministry. The opening of the University of London in 1828 convinced New Yorkers thatNew York, too, should have a university.The first president of New York University’s governing council was Albert Gallatin, former

adviser to Thomas Jefferson and secretary of the treasury in Jefferson’s cabinet. Gallatin and hiscofounders said that the new university was to be a “national university” that would provide a“rational and practical education for all.”The result of the founders’ foresight is today a university that is recognized both nationally

and internationally as a leader in scholarship. Of the more than 3,000 colleges and universitiesin America, only 60 institutions are members of the distinguished Association of AmericanUniversities. New York University is one of the 60. Students come to the University from all 50states and from over 130 foreign countries.The University includes 19 schools, colleges, and institutes at major centers in Manhattan,

Brooklyn, Abu Dhabi (UAE) and Shanghai. In addition, the University operates a branch cam-pus program in Rockland County at St. Thomas Aquinas College. Certain of the University’sresearch facilities, notably the Nelson Institute of Environmental Medicine, are located inSterling Forest, near Tuxedo, New York. Although overall the University is large, the divisionsare small- to moderate-sized units—each with its own traditions, programs, and faculty.The University overall grants more than 25 different degrees.

An Introduction to New York University

T

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3 • I N T RODU C T I ON


The Schools, Colleges, Institutes, and Programs of the University (in order of their founding)

1832 College of Arts and Science cas.nyu.edu

1835 School of Law law.nyu.edu

1841 School of Medicineschool.med.nyu.edu

1865 College of Dentistry nyu.edu/dental(including the College ofNursing [1947],nyu.edu/nursing)

1886 Graduate School of Arts andSciencegsas.nyu.edu

1890 Steinhardt School ofCulture, Education, andHuman Developmentsteinhardt.nyu.edu

1900 Leonard N. Stern School ofBusiness stern.nyu.edu

1922 Institute of Fine Artsnyu.edu/gsas/dept/fineart

1934 School of Continuing andProfessional Studiesscps.nyu.edu

1934 Courant Institute ofMathematical Sciencescims.nyu.edu

1938 Robert F. Wagner GraduateSchool of Public Service wagner.nyu.edu

1960 Silver School of Social Work nyu.edu/socialwork

1965 Tisch School of the Arts tisch.nyu.edu

1972 Gallatin School ofIndividualized Studynyu.edu/gallatin

1972 Liberal Studies Programliberalstudies.nyu.edu

2006 Institute for the Study ofthe Ancient Worldnyu.edu/isaw

2010 New York University AbuDhabinyuad.nyu.edu

1854 Polytechnic Institute ofNew York University poly.edu(affiliated 2008)

2011 New York UniversityShanghaishanghai.nyu.edu

New York University and New York

NEW YORK UNIVERSITYLIBRARIESThe Elmer Holmes BobstLibrary, designed by PhilipJohnson and Richard Foster, is theflagship of a six-library systemthat provides access to the world’sscholarship and serves as a centerfor the NYU community’s intel-lectual life. With four millionprint volumes, 68,000 serial sub-scriptions, 50,000 electronic jour-nals, half a million e-books,105,000 audio and video record-ings, and 25,000 linear feet ofarchival materials, the collectionsare uniquely strong in the per-forming arts, radical and labor his-tory, and the history of New Yorkand its avant-garde culture. Thelibrary’s website, library.nyu.edu,received 2.8 million visits in2008-2009.Bobst Library offers 28 miles of

open stacks and approximately2,500 seats for student study. TheAvery Fisher Center for Musicand Media, one of the world’slargest academic media centers,has 134 carrels for audio listeningand video viewing and three mul-timedia classrooms. Last year thecenter filled more than 70,000research requests for audio andvideo material. The Digital Studiooffers a constantly evolving, lead-ing-edge resource for faculty andstudent projects and promotes and

supports access to digital resourcesfor teaching, learning, research,and arts events. The Data ServiceStudio provides expert staff andaccess to software, statistical com-puting, geographical informationsystems analysis, data collectionresources, and data managementservices in support of quantitativeresearch at NYU.

The Fales Library, a specialcollection within Bobst Library, ishome to the unparalleled FalesCollection of English andAmerican Literature; the FoodStudies Collection, a rich andgrowing trove of cookbooks, foodwriting, pamphlets, paper, andarchives dating from the 1790s;and the Downtown Collection, anextraordinary multimedia archivedocumenting the avant-garde New York art world since 1975.Bobst Library also houses theTamiment Library, the country’sleading repository of researchmaterials in the history of left pol-itics and labor. Two fellowshipprograms bring scholars fromaround the world to Tamiment toexplore the history of the ColdWar and its wide-ranging impacton American institutions and toresearch academic freedom andpromote public discussion of itshistory and role in our society.Tamiment’s Robert F. WagnerLabor Archives contain, among

other resources, the archives of theJewish Labor Committee and ofmore than 200 New York Citylabor organizations. The Barbara Goldsmith

Preservation and ConservationDepartment in Bobst Library com-prises laboratories for book, film,and audio/video conservation. Itspreservation projects often providetraining for students in manyaspects of book, paper, and mediapreservation. In a groundbreakinginitiative funded by the AndrewW. Mellon Foundation, theDivision of Libraries in 2008 com-pleted development of rationalesand strategies for all aspects ofmoving image and audio preserva-tion, consulting with a variety ofother institutions to identify andtest best practices and disseminat-ing them throughout the archivalcommunity. Beyond Bobst, the library of

the renowned Courant Institute ofMathematical Sciences focuses onresearch-level material in mathe-matics, computer science, andrelated fields. The Stephen ChanLibrary of Fine Arts at theInstitute of Fine Arts (IFA) housesthe rich collections that supportthe research and curricular needs ofthe institute’s graduate programsin art history and archaeology. TheJack Brause Real Estate Libraryat the Real Estate Institute, the

most comprehensive facility of itskind, serves the information needsof every sector of the real estatecommunity. The Library of theInstitute for the Study of theAncient World (ISAW) is aresource for advanced research andgraduate education in ancient civi-lizations from the westernMediterranean to China.Complementing the collections ofthe Division of Libraries are thoseof the libraries of NYU’s School ofMedicine, Dental Center, andSchool of Law. The NYU Division of Libraries

continually enhances its studentand faculty services and expandsits research collections, respondingto the extraordinary growth of theUniversity’s academic programs inrecent years and to the rapidexpansion of electronic informa-tion resources. Bobst Library’s pro-fessional staff includes more than30 subject specialists who selectmaterials and work with facultyand graduate students in everyfield of study at NYU. The staffalso includes specialists in under-graduate outreach, instructionalservices, preservation, electronicinformation, and digital libraries.

The Grey Art Gallery, theUniversity’s fine arts museum,presents three to four innovativeexhibitions each year that encom-pass all aspects of the visual arts:painting and sculpture, prints anddrawings, photography, architec-ture and decorative arts, video,film, and performance. The galleryalso sponsors lectures, seminars,symposia, and film series in con-junction with its exhibitions.Admission to the gallery is free forNYU staff, faculty, and students.

The New York University ArtCollection, founded in 1958, con-sists of more than 5,000 works ina wide range of media. The collec-tion primarily comprises late-19th-century and 20th-centuryworks; its particular strengths areAmerican painting from the 1940sto the present and 20th-centuryEuropean prints. A unique seg-ment of the NYU Art Collectionis the Abby Weed Grey Collectionof Contemporary Asian andMiddle Eastern Art, which totalssome 1,000 works in variousmedia representing countries fromTurkey to Japan.

THE LARGER CAMPUSNew York University is an inte-gral part of the metropolitan com-munity of New York City—thebusiness, cultural, artistic, andfinancial center of the nation andthe home of the United Nations.The city’s extraordinary resourcesenrich both the academic programsand the experience of living atNew York University.Professors whose extracurricular

activities include service as editorsfor publishing houses and maga-zines; as advisers to city govern-ment, banks, school systems, andsocial agencies; and as consultantsfor museums and industrial corpo-rations bring to teaching an expe-rience of the world and a profes-sional sophistication that are diffi-cult to match.Students also, either through

course work or in outside activi-ties, tend to be involved in thevigorous and varied life of the city.Research for term papers in thehumanities and social sciences maytake them to such diverse places asthe American Museum of NaturalHistory, the Museum of ModernArt, a garment factory, a deterio-rating neighborhood, or a foreignconsulate. Students in science work with

their professors on such problemsof immediate importance for urbansociety as the pollution of water-ways and the congestion of citystreets. Business majors attendseminars in corporation board-rooms and intern as executiveassistants in business and financialhouses. The schools, courts, hospi-tals, settlement houses, theatres,playgrounds, and prisons of thegreatest city in the world form aregular part of the educationalscene for students of medicine,dentistry, education, social work,law, business and public adminis-tration, and the creative and per-forming arts. The chief center for undergrad-

uate and graduate study is atWashington Square in GreenwichVillage, long famous for its contri-butions to the fine arts, literature,and drama and its personalized,smaller-scale, European style ofliving. New York University itselfmakes a significant contribution tothe creative activity of the Villagethrough the high concentration offaculty and students who reside

within a few blocks of theUniversity. University apartment buildings

provide housing for over 2,100members of the faculty and admin-istration, and University studentresidence halls accommodate over11,500 men and women. Manymore faculty and students reside inprivate housing in the area.

A PRIVATE UNIVERSITY Since its founding, New YorkUniversity has been a private uni-versity. It operates under a boardof trustees and derives its incomefrom tuition, endowment, grantsfrom private foundations and gov-ernment, and gifts from friends,alumni, corporations, and otherprivate philanthropic sources.The University is committed to

a policy of equal treatment andopportunity in every aspect of itsrelations with its faculty, students,and staff members, without regardto race, color, religion, sex, sexualorientation, gender and/or genderidentity or expression, marital orparental status, national origin,ethnicity, citizenship status, veter-an or military status, age, disabili-ty, and any other legally protectedbasis.Inquiries regarding the applica-

tion of the federal laws and regula-tions concerning affirmative actionand antidiscrimination policiesand procedures at New YorkUniversity may be referred toMary Signor, Executive Director,Office of Equal Opportunity, NewYork University, Elmer HolmesBobst Library, 70 WashingtonSquare South, 12th Floor, NewYork, NY 10012; 212-998-2352.Inquiries may also be referred tothe director of the Office ofFederal Contract Compliance, U.S.Department of Labor.New York University is a

member of the Association ofAmerican Universities and isaccredited by the Middle StatesAssociation of Colleges andSchools (Commission on HigherEducation of the Middle StatesAssociation of Colleges andSchools, 3624 Market Street,Philadelphia, PA 19104; 215-662-5606). Individual undergraduate,graduate, and professional pro-grams and schools are accreditedby the appropriate specializedaccrediting agencies.



Senior University Administration

John Sexton, B.A., M.A., Ph.D.,J.D., President

David W. McLaughlin, B.S.,M.S., Ph.D., Provost

Michael C. Alfano, D.M.D.,Ph.D., Senior Presidential Fellow

Richard S. Baum, B.A., Chief ofStaff to the President

Robert Berne, B.S., M.B.A.,Ph.D., Executive Vice President forHealth

Martin S. Dorph, B.S., M.B.A.,J.D., Executive Vice President,Finance and Information Technology

Katherine Fleming, B.A., M.A.,Ph.D., Deputy Provost and ViceChancellor, Europe

Richard Foley, B.A., M.A.,Ph.D., Vice Chancellor for StrategicPlanning

Alison Leary, B.S., Executive VicePresident for Operations

R. May Lee, B.A., J.D., ViceChancellor, Asia Strategic Initiatives

Linda G. Mills, B.A., J.D.,M.S.W., Ph.D., Vice Chancellor forGlobal Programs and University Life,NYU; Associate Vice Chancellor forAdmissions and Financial Support,NYU Abu Dhabi

Diane C. Yu, B.A., J.D., DeputyPresident

Bonnie S. Brier, B.A., J.D., SeniorVice President, General Counsel, andSecretary of the University

Lynne P. Brown, B.A., M.A.,Ph.D., Senior Vice President forUniversity Relations and PublicAffairs

Jules Coleman, B.A., Ph.D.,M.S.L., Senior Vice Provost forAcademic Planning

Norman Dorsen, B.A., LL.B.,Counselor to the President

Paul M. Horn, B.S., Ph.D., SeniorVice Provost for Research

Debra A. LaMorte, B.A., J.D.,Senior Vice President for Developmentand Alumni Relations

Ron Robin, B.A., M.A., Ph.D.,Senior Vice Provost for Planning;Senior Vice Provost, NYU Abu Dhabi

Matthew S. Santirocco, B.A.,B.A. [Cantab.]; M.Phil., M.A.[Cantab.], Ph.D.; hon.: M.A.,Senior Vice Provost for UndergraduateAcademic Affairs

DEANS AND DIRECTORS

Roger Bagnall, B.A., M.A.,Ph.D., Director, Institute for theStudy of the Ancient World

Gérard Ben Arous, B.S., M.Sc.,Ph.D., Director, Courant Institute ofMathematical Sciences; Vice Provostfor Science and EngineeringDevelopment

Lauren Benton, B.A., Ph.D.,Dean, Graduate School of Arts andScience

Charles N. Bertolami, D.D.S.,D.Med.Sc., Herman Robert FoxDean, College of Dentistry

Alfred H. Bloom, B.A., Ph.D.;hon.: LL.D., Vice Chancellor, NYUAbu Dhabi

Mary M. Brabeck, B.A., M.S.,Ph.D., Gale and Ira Drukier Dean,Steinhardt School of Culture,Education, and Human Development

Mary Schmidt Campbell, B.A.,M.A., Ph.D.; hon.: D.F.A.,D.H.L., Ph.D., Dean, Tisch School ofthe Arts

Thomas J. Carew, B.A., M.A.,Ph.D.; hon.: M.A., Dean, Faculty ofArts and Science

Joy Connolly, B.A., Ph.D., Deanfor Humanities, Faculty of Arts andScience

Dennis DiLorenzo, B.A., InterimDean and Vice Dean, School ofContinuing and Professional Studies

Sherry L. Glied, B.A., M.A.,Ph.D., Dean, Robert F. WagnerGraduate School of Public Service

Robert I. Grossman, B.S., M.D.,Saul J. Farber Dean, NYU School ofMedicine; Chief Executive Officer,NYU Hospitals Center

Cheryl G. Healton, B.A., M.P.A.,Dr.P.H., Director, Global Institute ofPublic Health; Dean of Global PublicHealth

Peter Blair Henry, B.A., B.A.,Ph.D., Dean, Leonard N. SternSchool of Business

Michael Laver, B.A. (hons.),M.A., Ph.D., Dean for SocialSciences, Faculty of Arts and Science

Jeffrey S. Lehman, B.A., J.D.,M.P.P., Vice Chancellor, NYUShanghai

Yu Lizhong, B.Sc., Ph.D.,Chancellor, NYU Shanghai

Carol A. Mandel, B.A., M.A.,M.S.L.S., Dean of Libraries

Geeta Menon, B.A., M.A., Ph.D.,Dean, Undergraduate College,Leonard N. Stern School of Business

Trevor W. Morrison, B.A. (hons.)[British Columbia]; J.D., Dean,School of Law

Michael D. Purugganan, B.S.,M.A., Ph.D., Dean for Science,Faculty of Arts and Science

Patricia Rubin, B.A., M.A.,Ph.D., Judy and Michael SteinhardtDirector, Institute of Fine Arts

Fred Schwarzbach, B.A., M.A.,Ph.D., Dean of Liberal Studies,Faculty of Arts and Science

Katepalli R. Sreenivasan, B.E.,M.E., M.A., Ph.D.; hon.: D.Sc.,President, Polytechnic Institute ofNYU; Dean of Engineering

G. Gabrielle Starr, B.A., M.A.,Ph.D., Seryl Kushner Dean, Collegeof Arts and Science

Eileen Sullivan-Marx, B.S.N.,M.S., Ph.D., CRNP, RN, FAAN,Dean, College of Nursing

Lynn Videka, B.S.N., M.A.,Ph.D., Dean, Silver School of SocialWork

Susanne L. Wofford, B.A.;B.Phil. [Oxon.], Ph.D., Dean,Gallatin School of IndividualizedStudy


Board of Trustees

Martin Lipton, B.S. in Econ.,LL.B., Chair

Ronald D. Abramson, B.A.,J.D.; hon.: D.F.A.

Khaldoon Khalifa Al Mubarak

Ralph Alexander, B.S., M.S.,M.S.

Phyllis Putter Barasch, B.S.,M.A., M.B.A.

Maria Bartiromo, B.A.

Marc H. Bell, B.S., M.S.

William R. Berkley, B.S., M.B.A.

Casey Box, A.A., B.A., M.P.A.

Bill Brewer, B.A., J.D., LL.M.

Daniel J. Brodsky, B.A., M.U.P.

Heather L. Cannady, B.A., J.D.

Sharon Chang, B.A., M.A.

Evan R. Chesler, B.A., J.D.

Steven M. Cohen, B.A., J.D.

William T. Comfort, III,B.S.B.A., J.D., LL.M. (in Taxation)

Michael R. Cunningham,B.B.A., M.A., Ph.D.

Florence A. Davis, B.A., J.D.

Michael Denkensohn, B.S.

Barry Diller

Gale Drukier, B.S.

Joel S. Ehrenkranz, B.S., M.B.A.,LL.B., LL.M.

Laurence D. Fink, B.A., M.B.A.

Mark Fung, B.A., M.A., J.D.,Ph.D.

Jay M. Furman, B.S., J.D.

H. Dale Hemmerdinger, B.A.

Jonathan M. Herman, B.A., J.D.

Charles J. Hinkaty, B.S., M.S.

Natalie Holder-Winfield, B.S.,J.D., Executive M.B.A.

Mitchell Jacobson, B.A., J.D.

Boris Jordan, B.A.

Charles Klein, B.A., J.D.

Andre J. L. Koo, B.A., M.B.A.

Kenneth G. Langone, B.A.,M.B.A.

Mark Leslie, B.A.

Brian A. Levine, B.S., M.S.,M.D.

Jeffrey H. Lynford, B.A., M.P.A.,J.D.

Kelly Kennedy Mack, B.A.,M.B.A.Mimi M. D. Marziani, B.A., J.D.

Howard Meyers, B.S.

Steven S. Miller, B.A., J.D.

Constance J. Milstein, B.A., J.D.

David C. Oxman, B.A., LL.B.

John Paulson, B.S., M.B.A.

Lester Pollack, B.S., LL.B.

Catherine B. Reynolds, B.A.

Brett B. Rochkind, B.S., M.B.A.

William C. Rudin, B.S.

Suresh Sani, B.A., J.D.

John Sexton, B.A., M.A., Ph.D.,J.D.

Constance Silver, B.S., M.S.W.,Ph.D.

Lisa Silverstein, B.A.

Jay Stein

Joseph S. Steinberg, B.A.,M.B.A.

Judy Steinhardt, B.A., Ed.M.

Michael H. Steinhardt, B.S.

Chandrika Tandon, B.A., M.B.A.

Daniel R. Tisch, B.A.

John L. Vogelstein

Wenliang Wang

Casey Wasserman, B.S.

Nina Weissberg, B.A., M.A.

Anthony Welters, B.A., J.D.

Shelby White, B.A., M.A.

Leonard A. Wilf, B.A., J.D.,LL.M. (in Taxation)

Fred Wilson, B.S., M.B.A.

Tamara Winn,

Charles M. Zegar, B.S., M.S, M.S.

LIFE TRUSTEES

Diane Belfer

Mamdouha Bobst, B.A., M.A.,M.P.H.; hon.: L.H.D.

John Brademas (PresidentEmeritus), B.A.; D.Phil. [Oxon.];hon.: D.C.L., L.H.D., Litt.D.,LL.D.

Arthur L. Carter, B.A., M.B.A.

Geraldine H. Coles

John J. Creedon, B.S., LL.B.,LL.M.

Maurice R. Greenberg, LL.B.;hon.: J.D., LL.D.

Henry Kaufman, B.A., M.S.,Ph.D.; hon.: L.H.D., LL.D.

Helen L. Kimmel, B.A.

Richard Jay Kogan, B.A.,M.B.A.

Donald B. Marron

Thomas S. Murphy, B.S.M.E.,M.B.A.

L. Jay Oliva (President Emeritus),B.A., M.A., Ph.D.; hon.: D.H.L.,Litt.D., LL.D., Ph.D.

Herbert M. Paul, B.B.A.,M.B.A., J.D., LL.M.

E. John Rosenwald, Jr., B.A.,M.B.A.

William R. Salomon

Marie Schwartz

Larry A. Silverstein, B.A., LL.B.

Joel E. Smilow, B.A., M.B.A.

Sheldon H. Solow

Lillian Vernon

Robert F. Wright, B.A., M.B.A.

William D. Zabel, B.A., LL.B.

Baroness MariucciaZerilli-Marimò

TRUSTEE ASSOCIATES

Bruce Berger, B.S.

Leonard Boxer, B.S., LL.B.

Jane Eisner Bram, B.A., M.S.W.,Ph.D.

Betty Weinberg Ellerin, B.A.,J.D.

Norman Goodman, B.A., J.D.

Marvin Leffler, B.S., M.B.A.

Administration and Faculty ofthe Wagner School

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8 • A DM I N I S T R AT I ON AND FA C U LT Y

Directors of Academic Programs and Administrative Offices(as of September 1, 2013)

DEANS AND OFFICE OFTHE DEANSherry Glied, Dean

Scott Fritzen, Associate Dean forAcademic Affairs/Visiting Professor ofPublic Policy

Ellen Lovitz, Interim Associate Deanfor Student Affairs andAdministration; Director, CurriculumPlanning and Adjunct Affairs

Trena Drayton, Assistant Dean,Fiscal Operations and Human Resources

David R. Schachter, Assistant Deanfor Student Affairs

Tracey Gardner, Chief of Staff

Neil Kleiman, Special Advisor to theDean

FACULTY DIRECTORSJohn Billings, Director, Health Policyand Management Program

Gordon Campbell, Director,Executive M.P.A. Program

Brian Elbel, Director, DoctoralStudies

David Elcott, Director, M.A./M.P.A. Program

Ingrid Ellen, Director, UrbanPlanning Program

Erica Foldy, Director, ManagementSpecializations

John Gershman, Director,International Programs

Joe Magee, Director, Public andNonprofit Management and PolicyProgram; Director, M.B.A./M.P.A.Program

Amy Schwartz, Director, PolicySpecializations

Daniel L. Smith, Director, FinanceSpecializations

ADMINISTRATIVEDIRECTORSDebra Cabrera, Director, StudentServices

Hollis Calhoun, Director, ExternalAffairs

Susan Johnson, Director,Development

Katty Jones, Director, Global andProgram Services

Lawrence Mirsky, Director,Technology Development andCommunications

Jane O’Sullivan, Senior Director,Admissions and Financial Aid

Robert Polner, Director, PublicAffairs

Full-Time Faculty with Primary Appointments in the School

Hilary Ballon Professor of Urban Studies andArchitecture and University Professor;Deputy Vice Chancellor, NYU Abu DhabiPh.D., Massachusetts Institute ofTechnology

Robert BerneProfessor of Public Policy and FinancialManagement and Senior Vice Presidentfor Health at New York UniversityPh.D., Cornell University

John BillingsProfessor of Health Policy and PublicService and Director of the HealthPolicy and Management ProgramJ.D., University of California(Berkeley)

Jan BlusteinProfessor of Health Policy and MedicineM.D., Yale School of Medicine andPh.D., New York University.

Charles BrecherProfessor of Public and HealthAdministrationPh.D., City University of NewYork

Thad CalabreseAssistant Professor of Public andNonprofit Financial ManagementPh.D., New York University(Wagner)

Gordon CampbellClinical Professor of Practice J.D., University of Washington

Sewin ChanAssociate Professor of Public PolicyPh.D., Columbia University

Salo CoslovskyAssistant Professor of InternationalDevelopmentPh.D., Massachusetts Institute ofTechnology

Maria DamonAssistant Professor of Public Policy andEnvironmental StudiesPh.D., University of California(San Diego)

Rajeev DehejiaAssociate Professor of Public PolicyPh.D., Harvard University

9 • A DM I N I S T R AT I ON AND FA C U LT Y

Brian ElbelAssistant Professor of Medicine andHealth PolicyPh.D., Yale University

David Elcott Henry and Marilyn Taub Professor ofPractice in Public Service andLeadership, Senior Research Fellow atthe Research Center for Leadership inActionPh.D., Columbia University

Ingrid Gould Ellen Paulette Goddard Professor of PublicPolicy and Urban Planning, Co-direc-tor of NYU’s Furman Center for RealEstate and Urban Policy and Directorof Wagner’s Urban Planning ProgramPh.D., Harvard University

Erica Gabrielle FoldyAssociate Professor of Public andNonprofit ManagementPh.D., Boston College

Scott FritzenAssociate Dean of Academic Affairs,Visiting Professor of Public PolicyPh.D., Princeton University

Sherry GliedProfessor of Public ServicePh.D., Harvard University

John GershmanClinical Associate Professor of PublicServiceM.A., University of California(Berkeley)

Karen GrépinAssistant Professor of Global HealthPolicyPh.D., Harvard University

Zhan GuoAssistant Professor of Urban Planningand Transportation PolicyPh.D., Massachusetts Institute ofTechnology

Natasha IskanderAssociate Professor of Public PolicyPh.D., Massachusetts Institute ofTechnology

Anthony R. KovnerProfessor of Public and HealthManagementPh.D., University of Pittsburgh

Paul C. LightPaulette Goddard Professor of Public ServicePh.D., University of Michigan

Lucy MacPhailAssistant Professor of Health Policy andManagementPh.D., Harvard University

Joe MageeAssociate Professor of ManagementPh.D., Stanford University

Jonathan J. MorduchProfessor of Public Policy andEconomics; Executive Director, FinancialAccess Initiative Ph.D., Harvard University

Mitchell L. MossHenry Hart Rice Professor of UrbanPolicy and Planning and Director ofWagner’s Rudin Center forTransportation Policy & ManagementPh.D., University of SouthernCalifornia

Beth NoveckVisiting ProfessorJ.D., Yale University

Katherine O’ReganProfessor of Public Policy Ph.D., University of California(Berkeley)

Sonia M. OspinaProfessor of Public Management andPolicy and Faculty Director of theResearch Center for Leadership inActionPh.D., State University of NewYork (Stony Brook)

Shankar PrasadClinical ProfessorPh.D., Brown University

Natalie PrivettAssistant Professor of Management andPolicyPh.D., Stanford University

Nirupama RaoAssistant Professor of Economics andPublic PolicyPh.D., Massachusetts Institute ofTechnology

Victor G. RodwinProfessor of Health Policy andManagementPh.D., University of California(Berkeley)

Shanna RoseAssistant Professor Ph.D., Harvard University

Ellen Schall Martin Cherkasky Professor of HealthPolicy and ManagementJ.D., NYU School of Law

Amy Ellen SchwartzProfessor of Public Policy, Education,and Economics; Director, NYU Institutefor Education and Social Policy Ph.D., Columbia University

Robert ShrumSenior FellowJ.D., Harvard Law School

Daniel L. SmithAssistant Professor of Public Budgetingand Financial ManagementPh.D., University of Georgia

Dennis C. SmithAssociate Professor of Public PolicyPh.D., Indiana University

Paul SmokeProfessor of Public Finance andPlanningPh.D., Massachusetts Institute ofTechnology

Leanna StiefelProfessor of EconomicsPh.D., University of Wisconsin-Madison

Rae ZimmermanProfessor of Planning and PublicAdministration Ph.D., Columbia University

Research, Clinical, Associated, and Adjunct Faculty

The current list is available at:wagner.nyu.edu/faculty/directory/adjunctClinicRes.php

(Note: There are approximately175 adjunct faculty membersteaching at NYU Wagner.)

amed in honorof the late,three-termmayor of New

York City, New YorkUniversity’s Robert F.Wagner Graduate School ofPublic Service strives toembody the values of a manwho spent more than half acentury serving the people ofthis city, state, and country.Following his mayoral career,Wagner continued in gov-ernment service, as UnitedStates ambassador to Spainand presidential envoy to theVatican, as well as chair of ahost of national, state, andlocal commissions.

Today, Robert Wagner’scareer in public service provides constant inspirationto the Wagner School community.

The Wagner Tradition in Public Service

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10 • T H E WAGN E R T R AD I T I ON I N P U B L I C S E RV I C E

N

“Public service is the highest good andwhen done honorably and well, the mostrewarding.”

—Robert F. Wagner

Robert F. Wagner GraduateSchool of Public Service

Public and Nonprofit Management and Policy Program

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The oldest instructional compo-nent of the Robert F. WagnerGraduate School of Public Serviceis the Public and NonprofitManagement and Policy Program(formerly known as the PublicAdministration Program). Theprogram, accredited by theNational Association of Schools ofPublic Affairs and Administration(NASPAA), provides both general-ist and specialist graduate educa-tion for practitioners, managers,policymakers, and researchers con-cerned with the future of publicservice organizations and firmsclosely connected with the publicsector. The program is designed toprepare students for work indiverse public service settings,

including federal, state, and localgovernments; nonprofit institu-tions; foundations; internationalorganizations; and in private sectorfields related to public service.Frequently, students utilize theirpublic administration education inmany of these settings, movingeasily among them as they pursuecareers in the public service.Students in the M.P.A. pro-

gram focus on one of four areas ofspecialization: management ofpublic and nonprofit organiza-tions, financial management andpublic finance, public policy, orinternational policy and manage-ment. In addition to these choices,students are able to choose from awide selection of elective courses

and either cluster their coursesaround a single topic (e.g. eco-nomic development and housing;education policy; internationaldevelopment; public and nonprofitmanagement and organizations;race, class, and diversity) or selectmore varied courses. Students mayalso take courses offered elsewhereat New York University, notablyin the School of Law, the LeonardN. Stern School of Business, andthe Graduate School of Arts andScience. The program culminatesin a capstone end event thatencourages students to integrateand enhance their learning in sev-eral different arenas: a content orissue area; key process skillsincluding project management and

11 • R O B E RT F. WAGN E R G R ADUAT E S C HOO L O F P U B L I C S E RV I C E

stablished in1938, the RobertF. WagnerGraduate School

of Public Service offersadvanced programs leadingto the professional degrees ofMaster of PublicAdministration, Master ofUrban Planning and Doctorof Philosophy. Through theserigorous programs, NYUWagner educates the futureleaders of public, nonprofitand health institutions, aswell as private organizationsserving the public sector.NYU Wagner prepares seri-ous, talented professionals toface the constantly changingchallenges of public service.Trained in management, pol-icy and finance, NYU

Wagner students graduatewith the skills they need toconfront society’s most press-ing problems.From throughout the

world, NYU Wagner’s stu-dent body—as well asWagner’s faculty and alum-ni—is bound together by acommon commitment topublic service, a commit-ment that infuses the school’scourses, programs, and activ-ities with a sense of sharedmoral and ethical purpose.NYU Wagner offers a

distinctive and dynamicapproach to preparing peopleto serve the public througheducation, research and serv-ice. Students enjoy an open,interactive educational set-ting that combines classroom

learning with direct involve-ment in research and prac-tice. Residencies, externshipsand clinical courses all con-nect the NYU Wagner class-room to the real world,where students can act ontheir values and hone theirskills. Located in the heart ofNew York City, one of theworld’s great metropolises,surrounded by hundreds ofnonprofit organizations,health care providers andgovernment agencies, NYUWagner is perfectly posi-tioned to deliver its practicalapproach, urban focus andglobal perspective.

E


teamwork; and methods for gath-ering, analyzing, and reportingdata. The end event involves ateam project for an external client,often a government agency or non-

profit organization, or an appliedresearch opportunity. An Advanced Professional

Certificate program is also avail-able for working professionals who

want to update their knowledge ofa subject or develop expertise in anarea that will enhance their profes-sional development.

In 1970, the Wagner School estab-lished the Health Policy andManagement Program in recogni-tion of the special characteristics ofhealth services enterprises and theneed for people with graduate edu-cation attuned to those specialcharacteristics. The program servesthose who are interested in careersconcerned with policy analysis,financial management, and themanagement of health serviceorganizations in the public, not-for-profit, and for-profit sectors—both nationally and internationally.

Students in the program arerequired to declare a specializationin health services management,health policy analysis, healthfinancial management, health pub-lic finance, or international healthpolicy and management. Thehealth program is led by a distinctfaculty group, but it uses all theresources and courses offered bythe School, as well as courses inother graduate and professionalschools of the University. As anintegral part of the program,health students participate in thecapstone end event.

The M.P.A. program is accred-ited by the National Association ofSchools of Public Affairs andAdministration. The managementspecialization of the M.P.A. healthprogram is accredited by theCommission for the Accreditationof Health Management Education.An Advanced Professional

Certificate program is also avail-able for students who have priorgraduate degrees and want to pur-sue a specialization in the healtharea.

Health Policy and Management Program

Urban Planning Program

The Urban Planning Program leadsto the Master of Urban Planningdegree, which provides studentswith the knowledge and skills inplanning and in other professionsinvolving planning skills. TheM.U.P. degree at the Robert F.Wagner Graduate School of PublicService is accredited by the PlanningAccreditation Board (PAB), spon-sored jointly by the AmericanInstitute of Certified Planners andthe Association of Collegiate Schoolsof Planning in coordination with theAmerican Planning Association. Itconstitutes credit toward member-ship in the American Institute ofCertified Planners. Graduates of theM.U.P. degree program areemployed by leading consultingfirms, financial institutions, commu-

nity development organizations, andgovernmental organizations at local,state, and federal levels.The program concentrates on

the conceptual and analytical skillsneeded for effective urban plan-ning and policymaking. Majorareas of emphasis in the M.U.P.curriculum include environmentalplanning, infrastructure planning,housing, urban economic develop-ment, and international urbaniza-tion. As part of the training forprofessional planning practice,most students have the opportu-nity to obtain hands-on experienceduring the course of study throughinternships, externships, and sum-mer and part-time jobs in plan-ning organizations and researchassistantships with the School.

The program culminates in acapstone end event that encouragesstudents to integrate and enhancetheir learning in several differentarenas: a content or issue area; keyprocess skills including projectmanagement and teamwork; andmethods for gathering, analyzing,and reporting data. The end eventinvolves a team project for anexternal client, often a governmentagency or nonprofit organization,or an applied research opportunity.The Urban Planning Program

offers working professionals inplanning and related fields anopportunity to earn an AdvancedProfessional Certificate in one of anumber of specializations.

Executive Master of Public Administration

NYU Wagner’s Master of PublicAdministration, Executive pro-grams and concentrations prepareseasoned professionals to have thegreatest impact and achieve thehighest level of success in publicservice. NYU Wagner offers theMasters of Public Administration,Executive program for public serv-ice leaders and managers, and a

joint-degree program withUniversity College London forglobal policy leaders. The Schoolalso offers an Executive concentra-tion for nurse leaders.Admitted students are either ris-ing leaders or already in an execu-tive position, and come fromdiverse backgrounds in the public,nonprofit, and private sectors.

Graduates of the program or con-centration make a lasting impactleading agencies, companies, andorganizations around the worldand benefit from the WagnerSchool’s deep connections through-out New York City and the globe.


Ph.D. Program in Public Administration

The Wagner School offers theDoctor of Philosophy (Ph.D.), aresearch-oriented degree intendedto prepare students for scholarlycareers in applied social scienceresearch. Study for a doctorate

should only be undertaken byindividuals who are interested inpursuing careers that focus mainlyon research. Those interested indoctoral studies at the WagnerSchool are encouraged to spend

time learning more about the pro-gram through the School’s websiteto see whether the course of studyand faculty interests are a goodmatch with the candidate’s owninterests and expectations.

Centers and Institutes

NYU Wagner is home to researchand policy centers, institutes, andinitiatives that focus on problemsof urgent importance at local,national, and global levels andstrengthen public policy and pub-lic service nationally and interna-tionally. These centers andinstitutes create an environment ofdynamic thinking, purposefulquestioning, and thoughtful rea-soning on today’s most complexpublic service issues. With a repu-tation for quality analysis and eval-uation, research centers keepfaculty and students current, maketangible contributions to criticalpublic service arenas, and attractfunding and talent that greatlyenhance the School’s effectiveness.

CENTER FOR GLOBALPUBLIC SERVICE ANDSOCIAL IMPACTThe NYUAD Center for GlobalPublic Service and Social Impact isdesigned to support the entrepre-neurial, effective, and efficient pro-duction of public value bygovernments, nongovernmentalorganizations, and private socialventures. It is built upon a broadcommitment toward creating thehighest quality of life around theglobe. The Center’s mission is toadvance international understand-ing and effective practice forstrengthening the global publicservice as a driver of social impactin a constantly changing interna-tional environment.

FINANCIAL ACCESSINITIATIVEThe Financial Access Initiative is aresearch center focused on explor-ing how financial services can bet-ter meet the needs and improvethe lives of poor households. TheFinancial Access Initiative, housedat the Robert F. Wagner GraduateSchool of Public Service at NewYork University, was founded in

2006 by economists JonathanMorduch (New York University),Dean Karlan (Yale University), andSendhil Mullainathan (HarvardUniversity). The initialfunding was provided by the Bill& Melinda Gates Foundation.

FURMAN CENTER FORREAL ESTATE ANDURBAN POLICYSince its founding in 1994,the Furman Center for Real Estateand Urban Policy has become theleading academic research centerin New York City devoted to thepublic policy aspects of land use,real estate development and hous-ing. The Center is dedicated tothree missions: providing objectiveacademic and empirical researchon the legal and public policyissues involving land use, realestate, housing and urban affairs inthe United States, with a particu-lar focus on New York City; pro-moting frank and productivediscussions among elected andappointed officials, leaders of thereal estate industry, leaders of non-profit housing and communitydevelopment organizations, schol-ars, faculty and students aboutcritical issues in land use, realestate and urban policy; and pre-senting innovative and engaginglearning environments for studentsinterested in land use, real estatedevelopment, community eco-nomic development, housing,urban economics and urban policy.

INSTITUTE FOR CIVILINFRASTRUCTURESYSTEMS The Institute for CivilInfrastructure Systems (ICIS) is aresearch and education centerfounded in January 1998, locatedat New York University’s RobertF. Wagner Graduate School ofPublic Service, and directed byProfessor Rae Zimmerman. ICIS

promotes interdisciplinaryapproaches to planning, building,and managing the complex worldof civil infrastructure systems tomeet their social and environmen-tal objectives. Current areas ofresearch include infrastructuresecurity and protection, risk com-munication and management, andthe sustainability of urban areas.

INSTITUTE FOREDUCATION AND SOCIALPOLICYA university-wide, multidiscipli-nary enterprise, the Institute forEducation and Social Policy wasfounded by former Wagner Deanand NYU Executive VicePresident Robert Berne, the AaronDiamond Foundation’s NormFruchter, and former NYUSteinhardt School of EducationDean Ann Marcus. The Instituteinvestigates urban education issuesand studies the impact of publicpolicy on students from poor, dis-advantaged, urban communities.Under director Amy EllenSchwartz, this partnership of theWagner School and SteinhardtSchool explores topics such asschool finance equity in New YorkState, opportunities to learn incharter schools, new systems ofpublic accountability for educa-tion, the cost effectiveness of smallschools and special education inNew York City schools. TheInstitute also collects key educa-tional data and provides trainingand technical assistance to commu-nity groups organizing to improvetheir schools.

JOHN BRADEMASCENTER FOR THE STUDYOF CONGRESSThe mission of the John BrademasCenter for the Study of Congress isto increase the understanding ofthe “People’s Branch” of govern-ment, focusing on the powers,


processes, and responsibilities ofCongress. The Center’s bipartisanwork is aimed at scholars, stu-dents, current and future policy-makers, and the public. TheCenter conducts research, organ-izes classes, holds public outreachevents, and hosts policy addressesby current and former members ofCongress and their staffs. It isnamed for John Brademas, whoserved in the U.S. House ofRepresentatives from 1959 to1981 and was NYU’s president for11 years following his tenure inCongress.

M.L. BERMAN JEWISHPOLICY ARCHIVE The Berman Jewish Policy Archive(BJPA) at NYU’s Robert F.Wagner Graduate School of PublicService is a central address forJewish communal and social pol-icy, both on the web and in itshome at NYU Wagner. Named forits principal funder, The BermanFoundation, BJPA’s primary focusis on making the vast amount ofpolicy-relevant material accessibleand available to all those who seekit. Launched in October 2008,BJPA’s free and searchable onlinearchive spans from the early twen-tieth century into the twenty-first,and is bridging into the futurewith continually updated printand web-based sources. In placingthis material into a comprehensivedatabase - the first of its kind—BJPA aims to encourage thought-ful and informed policy discoursein the Jewish community. Itslibrary can also be found as a spe-cial Research Collection within thePolicy Archive of the Center forGovernmental Studies. In its insti-tutional and intellectual home atNYU Wagner, BJPA producesreports on current topics and hosts

conferences, forums, and otherevents to engage the public inissues of pressing concern to thecommunity at large. In so doing,BJPA hopes to create a rich, com-prehensive, and usable intellectuallegacy, animating research onJewish life for the present and forgenerations to come.

RESEARCH CENTER FORLEADERSHIP IN ACTIONThe Research Center for Leadershipin Action (RCLA) creates collabora-tive learning environments thatbreak down this isolation, fosterneeded connections and networks,and yield new and practical insightsand strategies. We engage the lead-ership of a diverse spectrum of pub-lic service organizations fromgovernment agencies to nonprofitslarge and small to community-based and social change groups,both across the country and aroundthe world. Launched in 2003 withcore funding from the FordFoundation, RCLA crafts andruns customized, experiential lead-ership programs that both expandindividuals’ skills and strengthenthe organizations in which theywork. It develops structured con-venes where leaders explore thecomplexity of the challenges theyface and together advance theirefforts to make change possible. Asan academic center, RCLA conductsrigorous social science research,employing a variety of innovativeand participatory methodologies tothe issues of contemporary leader-ship. All of the Center’s workexemplifies NYU Wagner’s corecommitment to integrating theoryand practice. RCLA’s programs,developed from the “ground up” incollaboration with leaders in thefield, draw on the best of the lead-ership literature, practitioner wis-

dom, and peer-learning. RCLA’sefforts in the United States andglobally continue to garner broadsupport from a wide range of part-ners. These have included-in addi-tion to the FordFoundation-RockefellerFoundation, Open Society Institute,Annie E. Casey Foundation,AVINA Foundation, EdnaMcConnell Clark Foundation,Center for Creative Leadership,Center for Action Research inProfessional Practice, Accenture,and a broad network of leaders inthe field.

RUDIN CENTER FORTRANSPORTATIONPOLICY ANDMANAGEMENTThe Rudin Center forTransportation Policy andManagement at NYU’s Wagnerschool explores current and emerg-ing challenges in transportationand infrastructure. The Centerdraws upon faculty and graduatestudents from NYU to conductresearch on issues such as citiesand mobility, the role of commu-nications in mobility, the neuro-science of walking, and aviationand economic development. TheRudin Center explores key issuesin transportation, including infor-mation technology, the location ofeconomic activity, and emergingtrends in travel and work. TheRudin Center was named in recog-nition of a gift from civic leaderLewis Rudin and receives supportfrom leading firms in transporta-tion, finance, and communications.The director of the Center isMitchell L. Moss, Henry Hart RiceProfessor of Urban Policy andPlanning.

N EW Y O R K U N I V E R S I T Y B U L L E T I N2 0 1 3 - 2 0 1 5

zDegree and Special

Programs

Master of Public Administration Program in Public and Nonprofit Management and Policy . . . . . . . .16

Master of Public Administration Program in Health Policy and Management . . . . . . . . . . . . . . . . . . .19

Master of Urban Planning . . . . . . . . . . . . . . . . . . . . . . . .23

Master of Public Administration, Executive Programs and Concentration . . . . . . . . . . . . . . . . . . . . . . .25

Dual-Degree Programs . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Ph.D. Program in Public Administration . . . . . . . . . . . . . .30

Advanced Professional Certificate Programs . . . . . . . . . . . .33

Global Public Service . . . . . . . . . . . . . . . . . . . . . . . . . . . .36

he M.P.A.Program inPublic andNonprofit

(P.N.P.) Management andPolicy prepares students towork as policy analysts,financial analysts, and front-line public and nonprofitadministrators in diversepublic service settings suchas local, state, and federalgovernments; nonprofitorganizations and founda-tions; and private sector

firms that serve the publicinterest.The P.N.P. program is

designed to provide studentswith a learning environmentthat promotes critical think-ing and the capacity for ethi-cal action involving publicservices and the public andnonprofit organizations thatprovide them. The curricu-lum teaches studentsresearch, analytical, and lead-ership skills in the design,management, finance, and

evaluation of public andnonprofit organizations.Students have opportunitiesto apply concepts, methods,and personal and interper-sonal skills in a changingworld and by drawing on theextensive network of Wagneralumni and friends.

(Note: The M.P.A. program is accred-ited by the National Association ofSchools of Public Affairs andAdministration.)

Master of Public AdministrationProgram in Public and NonprofitManagement and Policy

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Degree Requirements

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M.P.A. program requirements con-sist of a minimum of the equiva-lent of 15 graduate courses,including the completion of a cap-stone end event, for a total of 60credits. The 15 courses include fiverequired core courses, which areintended to equip students with aset of basic concepts and analyticaltools for thinking about and mak-ing decisions on public policy andpublic management questions. Thecore courses are concerned withquantitative and economic analysis,tools and concepts, the nature ofthe public policy process in theUnited States, and the way publicservice organizations are financedand managed. Students must alsodemonstrate statistical softwareproficiency and must concentratein at least one area of specialization(management, finance, policy, orinternational). Specialty clusters of courses

offer students the opportunity forfurther elective concentration. Inaddition, a series of 2-creditcourses is available as electives in avariety of areas.

All students are required tograduate with field experience thatis relevant to their degree pro-gram. Students who enter the pro-gram with fewer than two years offull-time relevant experience in thefield must show proof of havingcompleted an internship or workexperience relevant to their degreeprogram while at Wagner beforeenrollment in capstone.

SCHOOLWIDE CORECOURSESThe following are the five requiredcore courses that must be taken byall students, unless waived ortransferred:

CORE-GP 1011 StatisticalMethods for Public, Nonprofit,and Health Management (Note: Students who take and passCORE-GP 1011 StatisticalMethods are required to completean SPSS lab as part of the courseand are considered proficient instatistical software. Students whowaive out of CORE-GP 1011

Statistical Methods are stillrequired to demonstrate their pro-ficiency with statistical software.These students must pass theNONCR-GP 938 SPSS profi-ciency exam prior to the end oftheir second semester, or completePADM-GP 2902 MultipleRegression and Introduction toEconometrics during their degreeprogram at Wagner.)

CORE-GP 1018 Microeconomicsfor Public Management,Planning, and Policy Analysis

CORE-GP 1020 ManagingPublic Service Organizations

CORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations (Note: Studentswho take Financial Managementand require extra Excel practicemay take an optional NONCR-GP932 Excel module.)

CORE-GP 1022 Introduction toPublic Policy

16 • M A S T E R O F P U B L I C A DM I N I S T R AT I ON

AREAS OFSPECIALIZATIONThe faculty of the Wagner Schoolhas specified the following fourareas of specialization, supportedby course work available withinthe School and, in some instances,in other graduate schools at New York University. For detailedinformation about the areas of specialization, visithttp://wagner.nyu.edu/academics

Management for Public andNonprofit OrganizationsThe management specializationprepares students to lead and man-age in and across sectors. The cur-riculum begins with the premisethat the public, nonprofit, and pri-vate sectors are inextricably linked,and that managers and leaders inone sector need to appreciate thedemands and constraints of theother sectors. To help studentsdevelop the appropriate breadthand depth of skills after complet-ing the core management course,CORE-GP 1020 Managing PublicService Organizations, the curricu-lum is arranged in three areas ofexpertise: Strategy andOrganizations, Human Resourcesand Organizational Behavior, andPerformance Management andOperations. Each area of expertiseis organized around a cluster ofcourses and contains one coursethat is required for students spe-cializing in management.Graduates of the management

specialization have gone on to awide array of careers such as pro-gram management, research man-agement, budget analysis,fund-raising and development,public affairs, and advocacy.

Core Management CoursesPADM-GP 2110 StrategicManagement PADM-GP 2135 DevelopingHuman Resources PADM-GP 2170 PerformanceMeasurement and Management

Students must also take a total of8 credits from the approved list ofmanagement courses listed in theDegree Requirement Checklist.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3110 and CAP-GP 3111

Capstone: Advanced Projects inPublic and NonprofitManagement and Finance orCAP-GP 3116 and CAP-GP 3117Capstone: Advanced Projects inPublic and NonprofitManagement orCAP-GP 3175 and CAP-GP 3176Capstone: Advanced Projects inPublic and Nonprofit Policy andManagement orCAP-GP 3120 and CAP-GP 3121Capstone: Advanced Projects inPNP Finance, Management andPolicyorCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance LaborCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

Finance for Public and NonprofitOrganizationsThis specialization provides the con-cepts and skills needed for careersthat focus on financial managementand public finance. Students studythe field of finance from both aninternal management perspectiveand an external policy approach,thereby preparing them to moveinto many types of finance posi-tions. Public sector financial man-agement and public financepositions are located in government,private, and nonprofit organizations.Graduates of the finance special-

ization have gone on to a wide arrayof careers such as budget officersand analysts, consultants, financedirectors, grants managers, programauditors, financial analysts, bondraters, investment bankers, andbond insurance underwriters.

Core Finance CoursesPADM-GP 2140 PublicEconomics & FinancePADM-GP 2902 MultipleRegression and Introduction toEconometricsPADM-GP 4130 Fundamentalsof Accounting

Students must also take a total of12 credits from the approved listof finance courses in the DegreeRequirement Checklist.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong: CAP-GP 3110 and CAP-GP 3111Capstone: Advanced Projects inPublic and NonprofitManagement and Financeor CAP-GP 3142 and CAP-GP 3143Capstone: Applied Research inPublic and Nonprofit Financeand Policy orCAP-GP 3120 and CAP-GP 3121Capstone: Advanced Projects inPNP Finance, Management andPolicy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

Public Policy Analysis The Public Policy specializationprepares students to play a role inpolicy debate and deliberation bydeveloping critical conceptual, ana-lytical and quantitative skills. Bystudying the application of socialscience theories and methods to theanalysis of issues of public impor-tance, students develop the criticalconceptual, analytical and quanti-tative skills to develop and assessalternative policy responses to pub-lic issues and urban problems.Policy specialization graduates

serve in positions such as policyanalyst, program auditor and eval-uator, and legislative aide.

Core Policy CoursesPADM-GP 2140 PublicEconomics and FinancePADM-GP 2171 ProgramAnalysis and EvaluationPADM-GP 2902 MultipleRegression and Introduction toEconometrics

Students are also required to takeone policy formation course fromamong the following:PADM-GP 2411 PolicyFormation and Policy AnalysisURPL-GP 2415 Public Policyand Planning in New YorkHPAM-GP 2836 Current Issuesin Health PolicyStudents are generally expected totake the following course to com-plete the specialization:



PADM-GP 2875 EstimatingImpacts in Policy Research (Foranalysis-oriented positions, such aspolicy analysts in a governmentagency, evaluation work in a non-profit, and associates in a researchorganization.)

Note: Under consultation withtheir faculty adviser, studentswhose work will focus more oninstitutions and the policy process are not required to takePADM-GP 2875.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong: CAP-GP 3142 and CAP-GP 3143Capstone: Advanced Projects inPublic and Nonprofit Financeand Policy orCAP-GP 3170 and CAP-GP 3171Capstone: Advanced Projects inPublic and Nonprofit Policy or CAP-GP 3175 and CAP-GP 3176Capstone: Advanced Projects inPublic and Nonprofit Policy andManagement or CAP-GP 3120 and CAP-GP 3121Capstone: Advanced Projects inPNP Finance, Management andPolicy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

International Policy andManagementThis specialization provides theskills for students to become pro-fessionals who are interested ininternational public service work.Specifically, this specialization pro-motes an understanding of howpublic and nonprofit institutionalstructures and managerialprocesses vary around the world. Itprovides a comparative interdisci-plinary foundation that bridgesconceptual thinking, critical ana-lytical techniques, and concrete

management skills; and it facili-tates an ability to appreciate andrespond to the critical challengesof implementing complex policiesand programs in varying contexts.

Core International Policy andManagement CoursesPADM-GP 2201 Institutions,Governance, and InternationalDevelopment PADM-GP 2202 Politics ofInternational Development PADM-GP 2203 InternationalEconomic Development:Governments, Markets, andCommunities

Students must also take a total of8 credits from the approved list ofinternational courses in the DegreeRequirement Checklist.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong: CAP-GP 3226 and CAP-GP 3227Capstone: AdvancedInternational Projects or CAP-GP 3170 and CAP-GP 3171Capstone: Advanced Projects inPublic and Nonprofit Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

DETAILED REQUIREMENTSCandidates for the M.P.A. degreemust complete 60 credits with a B (3.0) or better average. A mini-mum of 32 credits must be com-pleted while matriculated in theWagner School. All degreerequirements must be completedwithin five years—no credittoward the degree will be grantedfor course work completed morethan five years before the grantingof the degree. This also applies totransfer credit. The academicwork includes (1) five required

core courses; (2) at least five spe-cialization courses; and (3) an endevent, which is a capstone coursetaken over the fall and springsemesters.

Waivers. Students who haveacquired knowledge of the subjectmatter of any of the core coursesprior to enrolling at the WagnerSchool are encouraged to considerapplying for a waiver. In order tobe waived from a course, studentsneed to review the relevant waiverpolicy on the Wagner website andsubmit the proper materials toStudent and Program Services.Course waivers do not reduce the60-credit degree requirement, butthey do provide students with theopportunity to take additionalelectives.

Professional Experience Requirement.All M.P.A./M.U.P. students arerequired to graduate with fieldexperience that is relevant to theirdegree program. Students whoenter the program with fewer thantwo years of full-time relevantexperience in the field must showproof of having completed a aninternship or work experience rele-vant to their degree program whileat Wagner before enrollment incapstone.

Elective Courses. Students have acertain number of elective creditsthat provide them with the oppor-tunity to gain additional expertisein important areas, depending ontheir degree requirements.Students are encouraged to con-sider relevant courses offered at theWagner School, as well as at othergraduate schools within NYU.

Capstone Requirement. Requiredof all M.P.A. and M.U.P. students.Over the course of an academicyear, students work in teams eitherto address challenges and identifyopportunities for a client organiza-tion or to conduct research on apressing social question. (Note: M.P.A. and M.U.P. stu-

dents commencing study in thespring semester will require twoand one-half years to complete theprogram due to course sequencing.)

s part of theRobert F.WagnerGraduate

School of Public Service, theM.P.A. Program in HealthPolicy and Managementshares the School’s missionof educating professionals forpublic service careers. TheM.P.A. health program con-tributes to this broad mis-sion by preparing studentsfor a variety of professional

roles in management,finance, and policy acrossthe range of health care-related settings.The diverse student body

in the program is composedof people with work experi-ence in health care organiza-tions and individuals whoare just beginning theircareers in health policy andmanagement.The curriculum prepares

graduates to meet the chal-

lenges of the rapidly evolvinghealth care world—in hospi-tals, health maintenanceorganizations, governmentinstitutions, managed carenetworks, and nonprofit andfor-profit health institutions.

(Note: The M.P.A. program is accred-ited by the National Association ofSchools of Public Affairs andAdministration. The management spe-cialization of the M.P.A. health pro-gram is accredited by the Commission forthe Accreditation of HealthManagement Education.)

Master of Public AdministrationProgram in Health Policy andManagement

Degree Requirements

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The M.P.A. health programrequirements consist of a mini-mum of the equivalent of 15 grad-uate courses, including a capstoneend event, for a total of 60 credits.The 15 courses include five school-wide core courses required of allM.P.A. candidates, two to threecore health courses, three to fiveadvanced courses in an area of spe-cialization, an end event, and twoto four electives, which can be anyappropriate graduate courses at theUniversity for which the studenthas satisfied the posted prerequi-sites. Students who enter the pro-gram with fewer than two years offull-time relevant experience in thefield must show proof of havingcompleted an internship or workexperience relevant to their degreeprogram while at Wagner beforeenrollment in capstone.

SCHOOLWIDE CORECOURSESThe following are the five requiredcore courses that must be taken byall students, unless waived ortransferred:

CORE-GP 1011 StatisticalMethods for Public, Nonprofit,and Health Management (Note: Students who take and passCORE-GP 1011 StatisticalMethods are required to completean SPSS lab as part of the courseand are considered proficient instatistical software. Students whowaive out of CORE-GP 1011Statistical Methods are stillrequired to demonstrate their pro-ficiency with statistical software.These students must pass theNONCR-GP 938 SPSS profi-ciency exam prior to the end oftheir second semester, or completePADM-GP 2902 MultipleRegression and Introduction toEconometrics during their degreeprogram at Wagner.)



CORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations (Note: Studentswho take Financial Managementand require extra Excel practicemay take an optional NONCR-GP932 Excel module.)

CORE-GP 1022 Introduction toPublic Policy

CORE HEALTH COURSESThe following courses are requiredof all health policy and manage-ment students:HPAM-GP 1830 Introduction toHealth Policy and Management or HPAM-GP 1831 Introductionto Global Health Policy andHPAM-GP 4830 HealthEconomics: Principles


A

AREAS OFSPECIALIZATIONStudents must select or design anarea of specialization. The facultyof the health program has designedfour options that are suited tomany students’ interests: (1) healthservices management, (2) healthpolicy analysis, (3) health finance(either health services financialmanagement or health care publicfinance), and (4) internationalhealth. Students also have theopportunity to design a cus-tomized area of specializationappropriate to their interests andcareer plans.

Health PolicyThis specialization focuses on thedevelopment and evaluation ofhealth policies and programs.Emphasis is placed on developingpolicy analytic skills includingevaluation design, descriptive andmultivariate statistics, programimplementation analysis, policyformation assessment, and cost-benefit analysis. Policy analysts areconcerned with the developmentand evaluation of strategies toimprove the functioning of thehealth care delivery system.Sometimes this role is played in agovernmental agency responsiblefor regulating and financing healthservices. Sometimes a policy ana-lyst works for an organization thatprovides health care services, anonprofit service organization, or aprofessional association or founda-tion. Responsibilities often includethe development and analysis ofdata to support policy initiatives;an assessment of new health careinitiatives using techniques such ascost-benefit analysis, program eval-uation, and implementation analy-sis; and the development of formalhealth plans to anticipate futureneeds for health care resources.

Core Health Policy CoursesPADM-GP 2171 ProgramAnalysis & EvaluationHPAM-GP 2836 Current Issuesin Health PolicyPADM-GP 2902 MultipleRegression and Introduction toEconometricsHPAM-GP 4831 HealthEconomics: Topics in DomesticHealth PolicyorHPAM-GP 4832 Health

Economics: Topics inInternational Health Policy

Students must also take a total of4 credits from the approved list ofpolicy courses listed in the DegreeRequirement Checklist.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3870 and CAP-GP 3871Capstone: Advanced Projects inHealth Policy and Management orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab

Health ManagementThis specialization provides frame-works within which to understandthe challenges of managing healthcare in a changing environment andthe skills necessary to be effectivein management roles. Topicsinclude design and control inhealth organizations, managementof service operations, the personnelfunction and human resources man-agement in health settings, finan-cial planning and decision makingas applied to health care organiza-tions, information systems, andmarketing and strategic planning.

Core Health Services ManagementCoursesHPAM-GP 2825 ContinuousQuality ImprovementHPAM-GP 4822 HealthcareInformation Technology: PublicPolicy and ManagementHPAM-GP 4823 HealthcareInformation Technology forManagersHPAM-GP 4833 Health CareManagement I: Control andOrganizational DesignHPAM-GP 4834 Health CareManagement II: Adaptation andthe Professional ManagerHPAM-GP 4835 Principles ofHuman Resources Managementfor Health Care OrganizationsHPAM-GP 4840 FinancialManagement for Health CareOrganizations - I:Financial Management andBudgeting

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3851 and CAP-GP 3852Capstone: Advanced Projects inHealth Services Management andFinanceorCAP-GP 3870 and CAP-GP 3871Capstone: Advanced Projects inHealth Policy and Management orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab

Health FinanceThis specialization has two sub-specialization areas: (1) healthfinancial management and (2)health public finance.

Health Financial Management. This sub-specialization focuses onthe basic skills required to organ-ize and interpret financial informa-tion as the basis of decisionmaking. Specific topics includefinancial and managerial account-ing, financial statements, businessplans, budgeting, capital planning,cost accounting, managerial con-trol, and working capital manage-ment and payment systems.Financial managers measure theflow of funds into and out of theorganization, plan for investmentsin buildings and new technology,and forecast future surpluses anddeficits for the organization as awhole and its various departments.Financial managers work closelywith accountants, administrators,computer programmers, recordsmanagers, and planners whosedecisions have a considerableimpact on the financial status oforganizations. They, in turn, relyon the financial manager’s skillsand advice to assist them in fulfill-ing their responsibilities.

Core Health Financial ManagementCoursesHPAM-GP 2845 AdvancedHealth Care Payment SystemsPADM-GP 4130 Fundamentalsof AccountingHPAM-GP 4831 HealthEconomics: Topics in DomesticHealth Policy


HPAM-GP 4833 Health CareManagement I: Control andOrganizational DesignHPAM-GP 4840 FinancialManagement for Health CareOrganizations - I:Financial Management andBudgetingHPAM-GP 4841 FinancialManagement Health CareOrganizations - II: CapitalFinancing and Advanced Issues

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3851 and CAP-GP 3852Capstone: Advanced Projects inHealth Services Management andFinance orCAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab

Health Public Finance. This sub-specialization provides the con-cepts and skills needed for careersthat focus on the financial aspectsof health care policy and the healthcare delivery system. Specific top-ics include public expenditureanalysis, social insurance pro-grams, taxation, and debt financ-ing. Health care public financepositions are located in govern-ment, private, and nonprofitorganizations. Graduates oftenwork in different positions duringtheir careers. Examples includebudget officers and analysts, con-sultants, finance directors, grantsmanagers, program auditors,financial analysts, bond raters,investment bankers, and bondinsurance underwriters.

Core Health Public Finance CoursesPADM-GP 2140 PublicEconomics and FinanceHPAM-GP 2845 AdvancedHealth Care Payment Systems orHPAM-GP 2848 The Business ofHealthcarePADM-GP 2902 MultipleRegression and Introduction toEconometricsPADM-GP 4130 Fundamentalsof Accounting

HPAM-GP 4831 HealthEconomics: Topics in DomesticHealth Policy

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3851 and CAP-GP 3852Capstone: Advanced Projects inHealth Services Management andFinance or CAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab

International HealthThis specialization provides theskills for students to become pro-fessionals who are interested ininternational health work.Specifically, it promotes an under-standing of how health institu-tional structures and managerialprocesses vary around the world. Itprovides a comparative interdisci-plinary foundation that bridgesconceptual thinking, critical ana-lytical techniques, and concretehealth management skills; and itfacilitates an ability to appreciateand respond to the critical chal-lenges of implementing complexhealth policies and programs invarying contexts.

Core International Health CoursesPADM-GP 2201 Institutions,Governance and InternationalDevelopment HPAM-GP 4832 HealthEconomics: Topics inInternational Health Policy

Students must complete one course fromthe following:PADM-GP 2171 ProgramAnalysis and EvaluationPADM-GP 2902 MultipleRegression and Introduction toEconometricsHPAM-GP 4833 Health CareManagement I: Control andOrganizational Design

Students must also take a total of8 credits from the approved list ofinternational health courses listedin the Degree RequirementChecklist.

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3226 and CAP-GP 3227Capstone: AdvancedInternational Projects or CAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy orCAP-GP 3401 and CAP-GP 3402Capstone: Advanced Projects inPublic Service: Governance Lab

CUSTOMIZEDSPECIALIZATIONThe customized specializationoption gives students the opportu-nity to identify a cluster of relatedcourses that meet individual inter-ests and career goals. To design acustomized track, students mustmeet with their faculty adviser andoutline specific courses.

DETAILED REQUIREMENTSCandidates for the M.P.A. degreein health policy and managementmust complete 60 credits with a B (3.0) or better average. A mini-mum of 32 credits must be com-pleted while matriculated in theWagner School. All degreerequirements must be completedwithin five years—no credittoward the degree will be grantedfor course work completed morethan five years before the grantingof the degree. This also applies totransfer credit. The academic workincludes the five schoolwide corecourses, two to three core healthcourses, three to five advancedcourses within an area of special-ization, two to four electives, andthe completion of an end event(capstone).

Required Courses. The requiredcore courses should be taken earlyin the program as they are prereq-uisites for many of the advancedhealth courses and provide anessential intellectual base forcourse work for the M.P.A.

Waivers. Students who haveacquired knowledge of the subjectmatter of any of the core coursesprior to enrolling at the WagnerSchool are encouraged to considerapplying for a waiver. In order tobe waived from a course, studentsneed to review the relevant waiver


policy on the Wagner website.Course waivers do not reduce the60-credit degree requirement, butthey do provide students with theopportunity to take additionalelectives.

Professional Experience Requirement.All students are required to gradu-ate with field experience that isrelevant to their degree program.Students who enter the programwith fewer than two years of full-time relevant experience in thefield must show proof of havingcompleted an internship or work

experience relevant to their degreeprogram while at Wagner beforeenrollment in capstone.

Elective Courses. Students have acertain number of elective creditsthat provide them with the oppor-tunity to gain additional expertisein important areas, depending ontheir degree requirements.Students are encouraged to con-sider relevant courses offered at theWagner School, as well as at othergraduate schools within NYU.

Capstone Requirement. Requiredof all M.P.A. and M.U.P. students.Over the course of an academicyear, students work in teams eitherto address challenges and identifyopportunities for a client organiza-tion or to conduct research on apressing social question. (Note:M.P.A. and M.U.P. students com-mencing study in the springsemester will require two and one-half years to complete the programdue to course sequencing.)


s part of theRobert F.WagnerGraduate School

of Public Service, the UrbanPlanning Program preparesstudents for careers in localand state governments, pub-lic authorities, and nonprofitand for-profit organizations.There are three areas ofemphasis in the Master ofUrban Planning (M.U.P.)program: environment,infrastructure, and trans-portation planning; econom-ic development and housing;

and international develop-ment planning.

The overall goal of theM.U.P. curriculum is to pre-pare students to work asplanners in a variety of set-tings, including nonprofitorganizations, private agen-cies, and the public sector.Students in the programacquire analytical skills andsubstantive knowledge toundertake these professionalresponsibilities, especially inthe areas of urban andregional planning, environ-ment, infrastructure, trans-

portation, urban economicdevelopment, housing, and,increasingly, the field ofinternational urbanization.Students develop the skills towork well in teams and withmulticultural populations.

Graduates of the UrbanPlanning Program are pre-pared to work in consultingfirms, planning agencies,financial investment firms,and public agencies acrossthe country.

(Note: The M.U.P. program isaccredited by the Planning AccreditationBoard.)

Master of Urban Planning

Degree Requirements

z

Master of Urban Planning(M.U.P.) requirements consist of aminimum of the equivalent of 15graduate courses, includingrequired and elective courses and acapstone end event, for a total of60 credits. All M.U.P. students arerequired to complete four school-wide core courses and five urbanplanning core courses and todemonstrate computer proficiency.The required planning courses dealwith urban planning and its politi-cal context and emphasize quanti-tative and economic methods ofanalysis in urban planning. M.U.P.students are encouraged to eithercluster their electives in one of twoareas—environment, infrastruc-ture, and transportation planningor economic development andhousing—or pursue a specializa-tion in international developmentplanning. Electives may consist ofcourses in the Urban PlanningProgram or within the Wagner

School as well as from other gradu-ate schools of New YorkUniversity. Using the resources ofNew York University, it is possibleto acquire additional expertise rel-evant for professional urban plan-ners. Urban planning students areeligible to enroll in courses offeredby New York University’s SchackInstitute of Real Estate as part oftheir M.U.P. program. Studentsinterested in transportation plan-ning may enroll in courses atPolytechnic Institute of NYU(NYU-Poly).

Students who enter the pro-gram with fewer than two years offull-time relevant experience in thefield must show proof of havingcompleted an internship or workexperience relevant to their degreeprogram while at Wagner beforeenrollment in capstone.

SCHOOLWIDE CORECOURSESThe following are the fourrequired core courses that must betaken by all M.U.P. students,unless covered by transfer credit orwaivers:

CORE-GP 1011 StatisticalMethods for Public, Nonprofit,and Health Management (Note: Students who take and passCORE-GP 1011 StatisticalMethods are required to completean SPSS lab as part of the courseand are considered proficient instatistical software. Students whowaive out of CORE-GP 1011Statistical Methods are stillrequired to demonstrate their pro-ficiency with statistical software.These students must pass theNONCR-GP 938 SPSS profi-ciency exam prior to the end oftheir second semester, or completePADM-GP 2902 Multiple

23 • M A S T E R O F U R B AN P L ANN I NG

A

Regression and Introduction toEconometrics during their degreeprogram at Wagner.)



CORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations (Note: Students who takeFinancial Management and requireextra Excel practice may take anoptional NONCR-GP 932 Excelmodule. Students who passFinancial Management are consid-ered to be proficient in Excel.)

URBAN PLANNING CORECOURSES

Urban Planning Core Courses forthe Elective Cluster Tracks—Environment, Infrastructure, andTransportationandEconomic Development and HousingURPL-GP 1603 Urban PlanningMethods and Practice URPL-GP 1605 Land Use Law URPL-GP 1620 Introduction toUrban Physical DesignURPL-GP 2608 UrbanEconomics URPL-GP 2660 History andTheory of Planning

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3601 and CAP-GP 3602Capstone: Advanced Workshopin Urban Planning or CAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

Urban Planning Core Courses forthe International DevelopmentSpecializationPADM-GP 2201 Institutions,Governance & InternationalDevelopmentURPL-GP 1603 Urban PlanningMethods and PracticeURPL-GP 2608 UrbanEconomics URPL-GP 2660 History andTheory of PlanningURPL-GP 2665 DecentralizedDevelopment Planning

Capstone RequirementThe capstone requirement is satis-fied by taking the yearlong:CAP-GP 3226 and CAP-GP 3227Capstone: AdvancedInternational Projects or CAP-GP 3148 and CAP-GP 3149Capstone: Applied Research inPublic Finance and Policy

DETAILED REQUIREMENTSCandidates for the M.U.P. degreemust complete 60 credits with a B (3.0) or better average. A mini-mum of 32 credits must be com-pleted while matriculated in theWagner School. All degreerequirements must be completedwithin five years—no credittoward the degree will be grantedfor course work taken as part ofanother completed graduate degreeor completed more than five yearsbefore the granting of the degree.This also applies to transfer credit.

All M.U.P. students arerequired to demonstrate computerproficiency and to complete (1)four schoolwide core courses; (2)five required urban planning corecourses; (3) a required capstoneexperience in the form of a profes-sional practice; and (4) twentycredits of elective courses in urbanplanning or related subjects.Students pursuing the interna-tional urban planning specializa-tion are required to complete thefive courses of the internationaldevelopment planning core insteadof the five courses of the urbanplanning core for the elective clus-ter track.

Waivers. Students who haveacquired knowledge of the subjectmatter of any of the core coursesprior to enrolling at the WagnerSchool are encouraged to considerapplying for a waiver. In order tobe waived from a course, studentsneed to review the relevant waiverpolicy on the Wagner website andsubmit the proper materials toStudent and Program Services.Course waivers do not reduce the60-credits degree requirement, butthey do provide students with theopportunity to take additionalelectives.

Professional Experience Requirement.All students are required to gradu-ate with field experience that isrelevant to their degree program.Students who enter the programwith fewer than two years of full-time relevant experience in thefield must show proof of havingcompleted an internship or workexperience relevant to their degreeprogram while at Wagner beforeenrollment in capstone.

Electives. Elective courses areorganized in three areas of empha-sis, and students are advised toconcentrate in one of these areas:(1) environment, infrastructure,and transportation planning; (2) economic development andhousing; or (3) international devel-opment planning. All students arealso urged to take one or morecourses in geographic informationsystems. Although specific electivecourse work is not required ofurban planning students, cluster-ing electives is encouraged as away of obtaining expertise in aspecialized area.

Capstone Requirement. Requiredof all M.P.A. and M.U.P. students.Students work in teams either toaddress challenges and identifyopportunities for a client organiza-tion or to conduct research on apressing social question. (Note:M.P.A. and M.U.P. students com-mencing study in the spring semes-ter will require at least two andone-half years to complete the pro-gram due to course sequencing.)

24 • M A S T E R O F U R B AN P L ANN I NG

Master of Public Administration,Executive Programs andConcentration

z

25 • M A S T E R O F P U B L I C A DM I N I S T R AT I ON E X E C U T I V E P R OGRAM

YU Wagner’sMaster ofPublicAdministration

Executive programs and con-centrations prepare seasonedprofessionals to have thegreatest impact and achievethe highest level of successin public service. NYUWagner offers Executive

Masters of PublicAdministration (EMPA)degrees to public serviceleaders and managers, globalpolicy leaders and nurseleaders.EMPA students are either

rising leaders or already in anexecutive position, and comefrom diverse backgrounds inthe public, nonprofit, and

private sectors. Graduates ofthe EMPA program make alasting impact leading agen-cies, companies, and organi-zations around the world andbenefit from NYU Wagner’sdeep connections throughoutNew York City and theglobe.

Master of Public Administration, Executive Program for Service Leaders and Managers

DEGREE REQUIREMENTSThe requirements for theExecutive M.P.A. program forpublic service leaders and man-agers consist of a minimum ofnine graduate courses, or 36 credits, including threerequired courses (12 credits). Alldegree requirements must be com-pleted within five years—no credittoward the degree will be grantedfor course work completed morethan five years before granting thedegree. This also applies to trans-fer credit.

COURSEWORK Executive M.P.A. students maytailor their program by selectingelective courses from one or moreof the School’s areas of specializa-tion or course topic areas (see listbelow). All Executive M.P.A. stu-dents must demonstrate profi-ciency in public service leadership

and management, and financialmanagement. Proficiency in thesecritical areas is accomplished bytaking EXEC-GP 1194 StrategicLeadership, EXEC-GP 3190Leadership Confronted andCORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations (or by meeting therequirements for a waiver). Normally, students may not

take more than two of the school-wide core courses. Up to 8 creditsof suitable transfer credit fromgraduate coursework may be usedto meet degree requirements, pro-vided that they were not part of aprevious master’s degree. If themaximum number of transfercredits is awarded, all of theremaining courses must be takenat the Robert F. Wagner GraduateSchool of Public Service. All Executive M.P.A. degree

students are required to complete

an end event that provides anopportunity for assessment of over-all accomplishment. EXEC-GP3190 Leadership Confrontedshould be taken in a student’s finalspring semester and provides anintegrative experience forExecutive M.P.A. students.Elective Courses: Students have

elective credits that provide themwith the opportunity to gain addi-tional expertise in important areas,depending on their degree require-ments. Students are encouraged toconsider relevant courses offered atNYU Wagner, as well as at othergraduate schools within NYU.

N

26 • M A S T E R O F P U B L I C A DM I N I S T R AT I ON E X E C U T I V E P R OGRAM

Master of Public Administration, Executive Program in Global Public Policy and Management (Global E.M.P.A.) (joint-degree with University College London)

Established in 2012, the GlobalE.M.P.A. program will receive its first incoming class in the fallof 2014.

The innovative one-year jointdegree was created in partnershipwith University College Londonand its School of Public Policy.Intended for experienced leaders,the program will improve stu-dents’ ability to craft effectivesolutions to problems in the face ofglobal and local policy and man-agement challenges. Accomplishedprofessionals in the program learnto balance advantages of publicand private sector actors; promotesuccessful inter-governmentalcooperation at all levels; moreeffectively link policy analysis with

policy implementation; andbroadly ensure that policy is meet-ing its intended objectives andimproving human welfare.

COURSEWORKThe program is a one-year full-time program, commencing eachfall. Students spend the firstsemester (August - December) atthe Wagner School enrolled in tworequired courses and two electives.Students spend the spring term(January - May) at UniversityCollege London enrolled in tworequired courses and two electivecourses. The summer is spent inlocations across the globe workingon an executive level client-basedcapstone project.

Students must complete 36 creditsto graduate, consisting of the fourrequired courses (16 credits), fourelective courses (16 credits), andCapstone (4 credits).

Global CapstoneIn the Global E.M.P.A capstoneprogram students work in teams toaddress challenges and identifyopportunities for client organiza-tions across the globe. The courseis completed in the summer termand provides students with an end-event course that allows them tofocus on a specific content or issuearea; enhance key process skills,such as project management andteamwork; and improve their com-petency in gathering, analyzing,and reporting on data.

Master of Public Administration, Executive Concentration for Nurse Leaders

COURSEWORKThe curriculum for the ExecutiveM.P.A. Program’s concentrationfor nurse leaders combines the lat-est in health care managementresearch with opportunities forreal-world application. The pro-gram prepares nursing profession-als to provide effective leadershipin today’s complex hospital andhealth care systems.

On a part-time basis, studentscomplete 36 credits, consisting offive core courses and four electives.Students begin their first semesterwith EXEC-GP 1830

Introduction to Health Policyand Management for NurseLeaders, HPAM-GP 4833 HealthCare Management I: Control andOrganizational Design, andHPAM-GP 4834 Health CareManagement II: Adaptation andthe Professional Manager. Intheir second semester, studentscomplete EXEC-GP 1821Financial Management for NurseLeaders and EXEC-GP 2810Service Excellence for NurseLeaders. The final core course istaken in a student’s final year:CAP-GP 3890 and CAP-GP 3891Capstone: Advanced Project forNurse Leaders.

CapstoneStudents in the Executive M.P.A.nurse leaders program fulfill theend event requirement via theSchool’s capstone course. Workingin teams and under the supervisionof a Wagner faculty member, stu-dents use an evidence-basedapproach to design and recom-mend management interventionsto respond to organizational chal-lenges and opportunities for aclient organization in the healthcare field. The capstone course iscompleted during the student’sfinal year in the program.

Dual-Degree Programsz

27 • D U A L - D E G R E E P R OGRAM S

Undergraduate Programs

The Robert F. Wagner GraduateSchool of Public Service jointlyoffers dual-degree programs withthree undergraduate schools atNYU: the College of Arts andScience (B.A./M.P.A. andB.A./M.U.P), the Gallatin Schoolof Individualized Study(B.A./M.P.A.), and the LiberalStudies Program (B.A./M.P.A.).These unique programs combineundergraduate education in theliberal arts with specialized educa-tion for the public and nonprofitsectors, and are intended for stu-dents planning careers in healthservices, nonprofit organizations,or urban planning.Under these programs, students

who enter them as soon as theybecome eligible and who plantheir programs carefully can earnboth the Bachelor of Arts and theMaster of Public Administrationor Master of Urban Planningdegrees in five years, not the sixrequired if these degrees wereearned separately. Students mustformally enroll in the dual-degreeprogram while they are stillmatriculated in their undergradu-ate school. Admission to the pro-gram track is open to studentswho have completed at least 64credits toward the B.A. degree.Students may complete a maxi-mum 28 of the 60 credits requiredfor the M.P.A. or the M.U.P. while

they are still undergraduates. Allcourse work must be completedwith a grade of B (3.0) or better inorder for these to be appliedtoward the M.P.A. or the M.U.PSince a substantial amount of

program planning is involved,interested students should apply assoon as they meet eligibility stan-dards. Later applicants, thoughadmitted, may not be able to gainthe full benefit of the programacceleration. Students are admittedfirst to the dual-degree programtrack by their school. During theyear in which they intend to grad-uate from their bachelor’s pro-gram, these students must thenapply to the Wagner School foradmission to the graduate degreeprogram. Once a student is admit-ted to the dual-degree program, heor she may delay entry intoWagner for up to two years afterthe B.A. is awarded.

B.A./M.P.A.Although undergraduates with anyB.A. major at the College of Artsand Science or any concentrationat the Gallatin School ofIndividualized Study or the LiberalStudies Program are eligible toapply for the B.A./M.P.A., aca-demically the best fit in the pro-gram is achieved by students whohave an undergraduate focus in thesocial sciences and who have also

used some of their undergraduateelectives to take selected WagnerSchool courses open to undergrad-uates. At the Wagner School, stu-dents may pursue any of theM.P.A. specializations in thePublic and Nonprofit Policy andManagement Program or theHealth Policy and ManagementProgram.

B.A./M.U.P PROGRAMThe undergraduate College of Artsand Science and the Robert F.Wagner Graduate School of PublicService also offer a B.A./M.U.P.dual-degree program, which isopen to students in any of five rel-evant majors: Urban Design,Metropolitan Studies, Economics,International Relations, andSociology. Students who enter thisprogram as soon as they becomeeligible and who carefully plantheir course of study, can earn boththe Bachelor of Arts and theMaster of Urban Planning degreesin five years, not the six required ifthese degrees were earned separate-ly. At the Wagner School,B.A./M.U.P. students may pursueany of the M.U.P. specializations.With Wagner advisement, theymay take urban planning corecourses as juniors or seniors.

Graduate Programs

J.D./M.P.A. ANDJ.D./M.U.P. PROGRAMSThe faculties of the School of Lawand the Robert F. WagnerGraduate School of Public Servicejointly sponsor two programs inwhich a student may simultane-ously pursue study leading to thedegrees of Juris Doctor and Master

of Public Administration or JurisDoctor and Master of UrbanPlanning. Students enrolled inthese programs may complete therequirements for both degrees oneyear earlier than if the degreeswere pursued independently.Applications for admission are

made simultaneously to the Schoolof Law and the Robert F. Wagner

Graduate School of Public Service.Applicants may also begin studiesat the School of Law and apply tothe Wagner School during theirfirst or second year. The applicantmust meet the admission require-ments in each school and must beaccepted by each to be eligible forthe programs.

In the programs, the first twoyears are spent at the School ofLaw, and the remaining years aredivided between the two schools,with at least five semesters beingcompleted in the School of Law. Candidates of dual degrees

must maintain a B (3.0) or betteraverage. A minimum of 32 creditsmust be completed while matricu-lated in the Wagner School. Alldegree requirements must be com-pleted within five years—no credittoward the degree will be grantedfor course work completed morethan five years before granting thedegree. This also applies to trans-fer credit.

M.D./M.P.A. PROGRAMRecognizing that physiciansincreasingly have the need tounderstand principles of manage-ment, finance, and policy, the NewYork University School of Medicineand the Robert F. Wagner GraduateSchool of Public Service have creat-ed a program in which studentsmay simultaneously earn Doctor ofMedicine and Master of PublicAdministration degrees. Studentselecting to pursue this dual-degreeprogram may complete the require-ments for both degrees one yearearlier than if the degrees were pur-sued independently.Applications for admission may

be made simultaneously to theSchool of Medicine and theWagner School. However, appli-cants are generally advised to beginstudies at the School of Medicinefirst and apply to the WagnerSchool during their third year atthe School of Medicine. The appli-cant must meet the admissionrequirements in each school andmust be accepted by each to be eli-gible for the program.Students enrolled in the pro-

gram spend the first three years ofstudy at the School of Medicine,completing two years of preclinicalinstruction and one year of clinicalrotations, and enroll in two sum-mer sessions at the Wagner School.The fourth year is spent in resi-dence at the Wagner School, andin the fifth year, students return tothe School of Medicine to com-plete their clinical assignmentswhile also completing the capstoneprogram at the Robert F. WagnerGraduate School of Public Service.

Candidates of dual degreesmust maintain a B (3.0) or betteraverage. A minimum of 32 creditsmust be completed while matricu-lated in the Wagner School. Alldegree requirements must be com-pleted within five years—no credittoward the degree will be grantedfor course work completed morethan five years before granting thedegree. This also applies to trans-fer credit.

M.P.H./M.P.A. PROGRAMThe M.P.H./M.P.A. dual-degreeprogram with NYU’s Master’s ofPublic Health Program and itsGlobal Health Leadership concen-tration combines public service andpublic health in a global focus. Thedual degree curriculum preparesstudents for leadership roles incommunity healthcare settings,government agencies, and nonprof-it organizations in the UnitedStates and across the world. Students in the program enroll

full-time, taking courses withinthe M.P.A. and M.P.H. programconcurrently and completing thedual-degree program in threeyears. Students choose a specializa-tion area within NYU Wagner’sPublic and NonprofitManagement and Policy program,or the Health Policy andManagement program, and followthe M.P.H. Global HealthLeadership concentration. Applications for admission are

made simultaneously to bothschools. The applicant must meetthe admission requirements ineach school and must be acceptedby each to be eligible for the pro-gram. Candidates of dual degrees


M.B.A./M.P.A. PROGRAMThe faculties of the Leonard N.Stern School of Business and theRobert F. Wagner Graduate Schoolof Public Service jointly sponsor adegree program for individuals

interested in both policy issues andbusiness administration. The dual-degree program allows individualsan integrated and comprehensivecourse of study within three yearsof full-time study.Applications for admission are

made simultaneously to bothschools. The applicant must meetthe admission requirements in eachschool and must be accepted byeach to be eligible for the program. Candidates of dual degrees


M.S.W./EXECUTIVE M.P.A PROGRAMThe Silver School of Social Workand the Robert F. WagnerGraduate School of Public Servicejointly sponsor a dual-degree pro-gram for individuals interested incareers in the management ofsocial work agencies. TheExecutive M.P.A. is designed forprofessionals in a variety of fieldswho have assumed managerialfunctions or are planning such acareer move. The Master of SocialWork degree prepares graduatesfor clinical practice with individu-als, families, and groups.Applications for admission are

made simultaneously to bothschools. The applicant must meetthe admission requirements ineach school and must be acceptedby each to be eligible for the pro-gram.Candidates of dual degrees

must maintain a B (3.0) or betteraverage. A minimum of 28 creditsmust be completed while matricu-lated in the Wagner School. Alldegree requirements must be com-pleted within five years—no credittoward the degree will be grantedfor course work completed morethan five years before granting thedegree. This also applies to trans-fer credit. The awarding of theExecutive M.P.A. depends on prioror concurrent successful comple-tion of the requirements for theM.S.W. degree.


M.A./M.P.A. PROGRAMThe Skirball Department ofHebrew and Judaic Studies in theGraduate School of Arts andScience and the Robert F. WagnerGraduate School of Public Servicesponsor a dual-degree program innonprofit management and Judaicstudies. Students completing thisprogram receive a Master of PublicAdministration (M.P.A.) degreeand a Master of Arts (M.A.) degreein Hebrew and Judaic studies.Students can expect to completetheir degrees in two and one-halfto three years, attending full time. At the Wagner School, students

are expected to complete therequired 60 credits, including thecore requirements (20 credits), spe-cialization requirements (20 cred-its), the Taub Seminar (4 credits),the capstone course (4 credits), anda range of electives (12 credits).

Eight credits of course work areshared between Wagner and theSkirball Department and counttoward both degrees. All studentsin the dual-degree program takethe Taub Seminar in the secondsemester. At the Skirball Department,

students are expected to complete32 credits in Hebrew and Judaicstudies, including two requiredcourses—Historical Perspectiveson the American JewishCommunity and The JewishCommunity: Classical Institutionsand Perspectives (3 credits each).The Wagner School Taub Seminarand the capstone course count as 8 credits toward the 32 requiredcredits. In addition, students mustpass a Hebrew language proficien-cy exam and comprehensive exam.

Applications for admission aremade simultaneously to bothschools. The applicant must meetthe admission requirements in eachschool and must be accepted byeach to be eligible for the program. Candidates of dual degrees


More information about dual-degree programs with the Wagner School, including specificrequirements, can be found at wagner.nyu.edu/dualdegrees.


he Robert F.WagnerGraduate Schoolof Public Service

offers a Doctor of Philosophy(Ph.D.) program in publicadministration. This pro-gram is intended to preparestudents for scholarly careers

in social science research.Typical careers of our gradu-ates include faculty andresearch positions in univer-sity settings, think tanks,research firms, and researchunits of public, quasi-publicand private organizations aswell as other positions with

substantial responsibilitiesfor the supervision andadministration of research.Ph.D. study is a demandingand time-consuming endeav-or that requires sustaineddedication and commitment.

Ph.D. Program in PublicAdministration

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30 • P H . D . P R OGRAM I N P U B L I C A DM I N I S T R AT I ON

Nature and Purposes of the Program

The doctoral program at theRobert F. Wagner Graduate Schoolof Public Service is designed toprovide students with the theoreti-cal and methodological trainingneeded to perform originalresearch in public policy, manage-ment, or finance. Many studentsspecialize in a substantive areasuch as health, urban policy, non-profit, welfare, education, or inter-national development. Doctoral

students are encouraged to designa plan of study that draws fromseveral disciplines and to takeadvantage of course offerings atWagner and at NYU’s other grad-uate schools. The program empha-sizes teaching and research experi-ence and provides many opportu-nities for students to becomeactive in the classroom as teachingcolleagues and lecturers and/or toparticipate in research projects

with individual faculty or throughour affiliated research centers.Doctoral study in public adminis-tration involves a substantial bodyof course work designed to providethe breadth and depth of knowl-edge, including research methodsand the fields of management, pol-icy, and finance.

Program Requirements

PROCEDURES ANDREQUIREMENTSAdmissionApplicants must submit the pre-scribed application for the Ph.D.program at the Wagner School.The application is available onlineat wagner.nyu.edu/admissions/application.The application must include a

written statement of purpose forpursuing Ph.D. studies; transcriptsfor all prior graduate and under-graduate academic studies; officialscores for the Graduate RecordExamination or the GraduateManagement Admission Test;three letters of recommendation;curriculum vitae; and a completedapplication form.A master’s degree in public

administration or a related field

(for example, an M.P.H. or M.B.A.)is preferred for students seekingadmission to the Ph.D. program,but exceptional students are admit-ted without a prior masters degree.

Academic Requirements The basic academic requirementsinclude course work, the prelimi-nary qualifying examination, com-prehensive examinations, a thirdyear paper*, the foreign languagerequirement, and the dissertation.Candidates for the Ph.D. degreemust complete 72 credits of aca-demic work with a 3.3 (B+) orbetter average. A minimum of 32credits must be taken as a matricu-lant for the Ph.D. in the Robert F.Wagner Graduate School of PublicService, and of these 32 credits atleast 16 must be other than core or

other introductory courses. (SeeTransfer Credit and Waivers,below.)

A student may take a maximum of10 years to complete his or herdegree requirements if all coursework is undertaken at NYU as adoctoral candidate. If a studentelects to transfer credits earnedfrom a master’s program towardthe Ph.D., then he or she mustcomplete the requirements withinseven years.

*Required for students who enter the pro-gram in Fall 2014 or after. Students whoentered before Fall 2014 have the option oftaking a third comprehensive exam inResearch Methods.

Ph.D. FieldsFields of specialization are definedby a coherent body of knowledge:concepts and theories, research,and professional literature. A fieldis more than just a cluster ofcourses. Course work does, howev-er, contribute to identifying theo-retical and substantive bases of afield. The fields of specializationare not mutually exclusive. In fact,they tend to overlap even thougheach field represents a distinctiveset of intellectual concernsexpressed in theories, topics,approaches, and research emphases.The doctoral program has five

established fields of study. Theyare (1) management, (2) finance,(3) policy, (4) health policy, and (5)urban policy. The DoctoralProgram Office has a set of fielddescription documents for theestablished fields available to assiststudents in preparation for thecomprehensive examinations. Acustomized field may be developedwith the assistance of a Wagnerfaculty sponsor and must beapproved by the Doctoral Boardprior to undertaking further coursework.Ph.D. students concentrate in

three fields of study drawn fromthe five established fields listedabove.

• The first concentration must be in management, finance, orpolicy.• The second concentration maybe selected from fields 1-5 or anapproved customized field.

Course WorkCareful planning of course work byPh.D. students with their facultyadviser is essential to making satis-factory progress in completing themilestones toward the degree.Students are required to completefive courses, each with a grade of Bor better. The required courses arePHD-GP 5902 ResearchMethods, PADM-GP 2902Multiple Regression andIntroduction to Econometrics (oran equivalent course), PHD-GP5905 Qualitative ResearchMethods (or equivalent), PHD-GP5910 and PHD-GP 5911 NYUWagner Research Colloquium,and at least one of the WagnerDoctoral Seminars in Policy,Management or Finance.

In addition, students choose cours-es from a menu of courses organ-ized into research methods andtheoretical frameworks modules.Students must fulfill the course-work for at least one researchmethods module and one theoreti-cal frameworks module.Additional courses are chosenbased on students’ selected fieldsof concentration, their individualinterests, and the number of cred-its needed to complete the degree.It is strongly recommended thatstudents begin taking course workin their chosen fields of concentra-tion as early as possible, preferablyduring the first year of study.

Preliminary QualifyingExamination (PQE)The PQE is an essay exam con-structed to assess students’ capabil-ity to design a research proposalbased on a research problem sce-nario presented to them. It alsotests the capacity for clear and logi-cal expository writing. All Ph.D.students must pass the PQE. Itcannot be waived. Students musttake the PQE during the springsemester of their first year ofmatriculation. Only students ingood academic standing may takethis exam. The PQE may be takentwice; failure on the secondattempt will result in terminationfrom the doctoral program.Students who do not successfullypass the PQE on their first attemptwill not be allowed to register foradditional course work and mustretake and pass the exam prior tothe fall of their second year.

Comprehensive FieldExaminationsEvery doctoral student is requiredto pass two comprehensive exami-nations. An average of 3.3 (B+) orbetter in course work taken whilematriculated at the School is nec-essary for admission to the exami-nations. Both comprehensiveexams must be taken at the end ofthe student’s second year. Oneexam must be in management,policy or finance. The second exammay be in any of the establishedfields or a customized field.Students who do not successfullypass a comprehensive exam ontheir first attempt will not beallowed to register for additionalcourse work and must retake and

pass the exam prior to the fall oftheir third year.

Third Year PaperTo demonstrate proficiency inresearch methods and theoreticalframeworks, students must submita third year paper that draws upona theoretical framework andemploys one of the establishedresearch methodologies outlined inthe coursework modules. Studentsmust select two faculty membersto approve their topic and evaluatethe paper.

Foreign Language RequirementAll Ph.D. students are required todemonstrate proficiency in a for-eign language. Proficiency can bedemonstrated by passing anapproved examination given by theWagner School or the GraduateSchool of Arts and Science, or byhaving completed a full or finalintermediate-level, one-year col-lege course in a foreign languagewith a grade of B or higher withintwo years of matriculation in thePh.D. program. In lieu of the lan-guage requirement, students maycomplete an approved advancedstatistics course with a grade of Bor higher.

Transfer Credit and WaiversA maximum of 40 credits of trans-fer credit for course work takenoutside New York University isallowable for the Ph.D. Thiscourse work must meet New YorkUniversity Ph.D. degree time lim-its, must have been completedwith grades of B or higher, andmust have been earned at anaccredited institution of estab-lished academic reputation.Courses proposed for transfer cred-it must be appropriate and consis-tent with the required or electivefield courses, must not have beenrepeated while the student wasmatriculated for the Ph.D., andmust not have been applied astransfer credit toward anotherdegree.The 40-credit maximum

allowance does not mean, however,that 40 credits are always awarded.The actual determination is anintegral part of program planning.On recommendation of the facultyadviser and the program director, astudent in good academic standingwho has passed the preliminary


qualifying examination and has anapproved program of study may beawarded transfer credit.The 32 credits in residence for

the Ph.D. program cannot bewaived by transfer credit or bycredit earned for another degree.Decisions regarding transfer creditare not made prior to matricula-tion, although discussion of poten-tial transfer credit should beincluded in planning the overallprogram of study.

DissertationThe final Ph.D. degree require-ment for all students is a disserta-tion accepted by their faculty com-mittee. This dissertation shouldrepresent a substantial scholarlyendeavor and provide an originalcontribution to knowledge.Further details are briefly outlinedbelow.

Dissertation ProvisionsEach candidate should prepare andsubmit a Ph.D. dissertation basedon original research. There are fivestages in the preparation of thisdocument.

1. Proposal Defense and FormalProposal Approval. The candidatemust submit a written dissertationproposal indicating the scope andmethodology of the dissertation,the nature of the original researchto be undertaken, and the contri-bution the dissertation will maketo knowledge and understandingin the field. To facilitate thisprocess, the candidate selects a fac-ulty advisory committee on the

basis of common intellectual inter-est in the dissertation topic. Thiscommittee comprises the disserta-tion adviser (chair) and two read-ers. Two additional faculty mem-bers are added later in the processto participate in the defense asexternal readers. Students are thenrequired to defend their proposalsorally before their committee.

2. Research and Writing. Once theapproval of the dissertation pro-posal has been secured, the candi-date proceeds with the researchand writing under the guidance ofhis or her principal adviser anddissertation committee.

3. Oral Defense. On approval ofthe chair of the dissertation com-mittee, a final oral defense before acommission of five faculty mem-bers (three original readers andtwo external readers) is scheduled.A dissertation is accepted whenthe five members of the disserta-tion committee indicate theirapproval in writing on the appro-priate form.

4. Job Talk. In addition to thedefense, students nearing comple-tion of their dissertation areexpected to make a formal presen-tation (or “job talk”) of disserta-tion-related research at the WagnerResearch Colloquium. Studentsexpected to defend their disserta-tion in a given academic yearshould contact the faculty coordi-nators for the Research Colloquiumso that time can be set aside foreach student’s presentation.

5. Publication. Each candidate,prior to the recommendation forhis or her degree, must guaranteepublication of the dissertationthrough University Microfilms,Ann Arbor, Michigan. Instructionsfor preparing the dissertation maybe obtained from the assistantdirector of the doctoral program.

MASTER OF PHILOSOPHYPh.D. candidates who have ful-filled all the requirements for thedegree except the dissertation maybe eligible for the Master ofPhilosophy (M.Phil.) degree. Theminimum requirements for theM.Phil. degree are (1) satisfactorycompletion of 72 credits approvedfor Ph.D. study (at least 32 ofwhich must have been earned inresidence at New York University)with at least a 3.3 (B+) averageand (2) satisfactory completion ofthe preliminary qualifying, thetwo comprehensive field examina-tions, and the third year paper.Ph.D. candidates must have alsodemonstrated proficiency in a for-eign language. Students who havefailed to meet any of the above cri-teria are not eligible for theM.Phil. degree. There must be aone-year interval between theawarding of the M.Phil. and thePh.D.


YU Wagner’sAdvancedProfessionalCertificate pro-

grams serve leaders of publicand nonprofit organizations,entrepreneurs, policymakers,and urban planners—or

those with substantial expe-rience wanting moregrounding in these areas.These programs updateknowledge and skills, fillgaps in prior professionaleducation, and providetraining in specialized areas

related to health care, non-profit management andfinance, public policy analy-sis, managing in a globalcontext, and internationaleconomic development.

Advanced Professional CertificatePrograms

NOverview

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The Advanced ProfessionalCertificate programs are intendedfor professionals seeking a highquality of instruction that is rele-vant to their work. The programsprovide an academic experiencethat (1) is concentrated in time; (2) can be taken on a part-timebasis, largely in the evening; (3) focuses on subject areas withdirect professional applicability; (4) consists of course work selectedto suit the students’ individualpriorities; (5) entails enrollment inregular courses taught by regularfaculty members; and (6) conformsto normal academic standards lead-ing to an established certificate. There are three programs:

(1) The Advanced ProfessionalCertificate in Public andNonprofit Management and Policy(2) The Advanced ProfessionalCertificate in Urban Policy andPlanning (3) The Advanced ProfessionalCertificate in Health Policy andManagement The programs are registered by

the New York State Department ofEducation, Office of HigherEducation, State EducationBuilding, 89 Washington Avenue,2nd Floor, West Mezzanine,Albany, NY 12234; 518-474-5851; highered.nysed.gov.

ACADEMICREQUIREMENTSThe Advanced ProfessionalCertificate is awarded on comple-tion of course work in a givenmodule. Public administration andurban planning students arerequired to take and pass fourcourses (16 credits), at least threeof which must be included withinthat module. The fourth coursemay be some other appropriatecourse approved by the student’sfaculty adviser and offered by theWagner School or another gradu-ate division of New YorkUniversity. The program is designed to be

completed in one year of part-timestudy, that is, two courses each intwo consecutive terms. Normally,the course work must be com-pleted within three years of thedate of initial enrollment to ensureacademic continuity and currencyand to preserve the integrity of theawarded certificate. Certificate candidates must

maintain an average of B (3.0) orbetter in course work and meetother relevant requirements appli-cable to degree candidates in theWagner School.

PUBLIC AND NONPROFITMANAGEMENT AND POLICY MODULESCertificate candidates choose, withthe approval of a faculty adviser orprogram administrator, fromamong the courses listed undereach of the modules. One of thefour courses (or 4 credits) requiredfor the certificate may be fromanother field.

1. Management for Public andNonprofit OrganizationsCORE-GP 1020 ManagingPublic Service Organizations PADM-GP 2110 StrategicManagement PADM-GP 2119 Marketing forNonprofit Organizations PADM-GP 2125 Foundations ofNonprofit Management PADM-GP 4142 Tools forManaging Nonprofits:Compliance, Internal Control,and Ethics PADM-GP 4101 ConflictManagement and Negotiation PADM-GP 4108 AdvancedNegotiation and Mediation Skillsfor Managers

2. Financial Management andPublic Finance CORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations

33 • A D VAN C E D P R O F E S S I ONA L C E RT I F I C AT E P R OGRAM S

PADM-GP 2140 PublicEconomics and Finance PADM-GP 2143 GovernmentBudgeting PADM-GP 2144 Debt Financingand Management for PublicOrganizations PADM-GP 2443 FinancingUrban Government PADM-GP 4121 GovernmentalFinancial Condition Analysis

3. Public Policy Analysis PADM-GP 2140 PublicEconomics and Finance PADM-GP 2171 ProgramAnalysis and Evaluation PADM-GP 2411 PolicyFormation and Policy Analysis URPL-GP 2415 Public Policyand Planning in New York PADM-GP 2875 EstimatingImpacts in Policy Research

4. Urban Public Policy PADM-GP 2411 PolicyFormation and Policy Analysis URPL-GP 2415 Public Policyand Planning in New York PADM-GP 2443 FinancingUrban Government PADM-GP 2445 Poverty,Inequality, and Policy URPL-GP 4620 Race and Classin American Cities

5. Human Resources Management PADM-GP 2131 Organizationaland Managerial Development PADM-GP 2132 OrganizationalDesign and Social Change PADM-GP 2135 DevelopingHuman Resources

6. International EconomicDevelopmentPADM-GP 2245 Financing LocalGovernment in DevelopingCountries PADM-GP 2202 Politics ofInternational Development PADM-GP 2203 InternationalEconomic Development:Governments, Markets, andCommunitiesURPL-GP 2665 DecentralizedDevelopment Planning andPolicy Reform in DevelopingCountries HPAM-GP 4832 HealthEconomics: Topics inInternational Health Policy

HPAM-GP 2852 ComparativeHealth Systems or HPAM-GP2867 Health Care Reform:Comparative Perspectives

7. Managing in a Global ContextPADM-GP 2135 DevelopingHuman Resources PADM-GP 2142 FinancialManagement of Nonprofit andNGOs PADM-GP 2210 InternationalOrganizations and TheirManagement: The UN System PADM-GP 2211 ProgramDevelopment and Managementfor International Organizations PADM-GP 2216 InternationalOrganizations: NGOs

URBAN POLICY ANDPLANNING MODULESCertificate candidates choose, withthe approval of a faculty adviser,from among the courses listedunder each of the modules. One ofthe four courses (or 4 credits)required for the certificate may befrom another field.

1. Quantitative Analysis andComputer Applications for Policyand PlanningURPL-GP 4648 GeographicInformation Systems in UrbanPlanning I URPL-GP 4649 GeographicInformation Systems in UrbanPlanning II URPL-GP 2608 UrbanEconomics PADM-GP 2902 MultipleRegression and Introduction toEconometrics

2. HousingURPL-GP 1605 Land Use Law URPL-GP 4638 Housing andCommunity Development Policy URPL-GP 2639 Real EstateFinance

3. Public EconomicsPADM-GP 2140 PublicEconomics and Finance PADM-GP 2143 GovernmentBudgeting PADM-GP 2144 Debt Financingand Management for PublicOrganizations PADM-GP 2443 FinancingUrban Government

URPL-GP 4638 Housing andCommunity Development Policy PADM-GP 4121 GovernmentalFinancial Condition Analysis

HEALTH POLICY ANDMANAGEMENT MODULESFor each module, four courses (16 credits) are required.

1. Health Services ManagementHPAM-GP 4833 Health CareManagement I: Control andOrganizational Design HPAM-GP 4834 Health CareManagement II: Adaptation andthe Professional Manager HPAM-GP 4822 HealthcareInformation Technology: PublicPolicy and Management HPAM-GP 2825 ContinuousQuality Improvement Principles of Human ResourcesManagement for Health CareOrganizations HPAM-GP 4836 Issues inHuman Resources Managementfor Health Care Organizations HPAM-GP 4840 FinancialManagement for Health CareOrganizations - I: FinancialManagement and Budgeting HPAM-GP 4841 FinancialManagement Health CareOrganizations - II: CapitalFinancing and Advanced Issues

2. Health Financial ManagementCORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations PADM-GP 2142 FinancialManagement for NonprofitOrganizations HPAM-GP 4830 HealthEconomics: Principles HPAM-GP 4840 FinancialManagement for Health CareOrganizations - I: FinancialManagement and Budgeting HPAM-GP 4841 FinancialManagement Health CareOrganizations - II: CapitalFinancing and Advanced Issues HPAM-GP 2845 AdvancedHealth Care Payment Systems PADM-GP 4142 Tools forManaging Nonprofits:Compliance, Internal Control,and Ethics


Those students who can waive outof CORE-GP 1021 FinancialManagement for Public,Nonprofit, and HealthOrganizations because of priorcourse work are strongly encouragedto select an additional course orcourses from among the following: PADM-GP 2143 GovernmentBudgeting PADM-GP 2144 Debt Financingand Management for PublicOrganizations HPAM-GP 2855 Budgeting forHealth Professionals

3. Health Policy AnalysisPADM-GP 2171 ProgramAnalysis and Evaluation HPAM-GP 2836 Current Issuesin Health Policy PADM-GP 2875 EstimatingImpacts in Policy Research PADM-GP 2902 MultipleRegression and Introduction toEconometrics

Choice of 4 credits from the fol-lowing to substitute for one courseabove: HPAM-GP 1830 Introduction toHealth Policy and Management HPAM-GP 4830 HealthEconomics: Principles HPAM-GP 4831 HealthEconomics: Topics in DomesticHealth Policy HPAM-GP 2852 ComparativeHealth Systems


Global Public Servicez

36 • G L O B A L P U B L I C S E RV I C E

s part of NYU’sglobal networkuniversity, theWagner School

promotes an understandingof the global and culturalfactors affecting the theoriesand practice of public serviceand helps students develop

cross-cultural competenciesand perspectives.The Wagner School offers

opportunities for students toexpand their global perspec-tive via its curriculum,events, workshops, and pro-fessional experiences abroad.

Building on a tradition ofexcellence in professionalgraduate education for prac-tice-oriented internationalpublic service, the WagnerSchool offers internationalspecializations in all master’sdegree programs.

AWagner’s Office of International Programs

As an integral component ofWagner’s international activities,the Office of InternationalPrograms (OIP) supports a school-wide effort to foster a global per-spective for the student body, fac-ulty, and curriculum at Wagner.The office manages summer cours-es abroad and an academicexchange program, assists interna-tional faculty in their work, advo-cates for the international interests

of the student body, links Wagnerto other international activities atNYU, and generally supportsongoing efforts to developWagner’s international programs.For further information on

Wagner’s global programs, visitnyu.edu/wagner/international or con-tact the following:

Office of International ProgramsWagner Graduate School of Public ServiceNew York UniversityTelephone: 212-998-7411E-mail: [email protected]

Admission, Financial Aid,Tuition, and Fees

Admission

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Admission to the Robert F.Wagner Graduate School of PublicService is open to all qualifiedwomen and men who hold a bach-elor’s degree from an accreditedundergraduate institution or a firstprofessional degree from an accred-ited professional school. No spe-cific undergraduate courseprerequisites or fields of concentra-tion are required.Applicants who are neither

U.S. citizens nor permanent resi-dents of the United States shouldrefer to the Applicants with ForeignCredentials and/or Nonimmigrant Visassection below.The mission of the Wagner

School is to educate students to beleaders in the field of public serv-ice. Our application procedure isdesigned to identify individuals webelieve will make contributions tothe leadership of nonprofit, publicand private sector organizations.The admissions process is

designed to review the overallpotential of applicants for successat Wagner and after Wagner.Decisions are not based on any onesingle indicator and include thecriteria found on this page:http://wagner.nyu.edu/admissions/criteria/.

The Wagner School has a commit-ment to enroll a diverse studentbody—one that is ethnically,racially, and geographically mixedwith students who bring withthem a broad range of professionaland personal experiences and per-spectives—and believes that suchdiversity enhances the characterand quality of the Wagner com-munity. The School encouragesapplications from members of his-torically underrepresented groups.

APPLICATION PROCESSStudents applying for admission toany of the School’s programs mustsubmit an application for admis-sion to the Office of Admission,Robert F. Wagner Graduate Schoolof Public Service, New YorkUniversity, online at wagner.nyu.edu.Students who wish to apply forfinancial aid should complete theFree Application for FederalStudent Aid (FAFSA) online atfafsa.ed.gov. For further informa-tion, see the Financial Aid section.Wagner students presently matric-ulated at the School for the M.P.A.or M.U.P. program and interestedin continuing their studies in adoctoral program must make for-mal application in the mannerdescribed above. Admission is notautomatic and is granted only tostudents who have achieved supe-rior records in their master’s pro-grams and who demonstrate acommitment to developing ascholarly career.

APPLICANTS WITH FOREIGN CREDENTIALSAND/OR NONIMMIGRANTVISASNYU Wagner requires that allstudents with transcripts fromundergraduate institutions outsidethe US must have their transcriptverified by an InternationalCredential Evaluation Service.There is a list of such services here:http://wagner.nyu.edu/files/admissions/ice_overview.pdf. All evaluations andtranscripts must be submitted bythe deadline.

OFFICE FOR GLOBALSERVICES—STUDENTVISASThe Office for Global Services(OGS) is responsible for processingstudent visas for non-U.S. citizensand non-U.S. permanent residents.International students must pro-vide proof of financial abilitybefore they will be issued certifi-cates for student visas (Form I-20)or exchange visitor visas (FormDS-2019).

ADMISSION CLASSIFICATIONSMatriculantA student admitted with no condi-tions for the purpose of pursuing aspecified degree program.

NonmatriculantA student admitted for the pur-pose of taking a limited amount ofcourse work at the Robert F.Wagner Graduate School of PublicService. Such students are of twotypes: special students and visitingstudents.

Special StudentsThis classification is provided toaccommodate applicants who pos-sess all the qualifications normallyrequired for admission to thedegree program but who desireonly to take one or more courses atthe Robert F. Wagner GraduateSchool of Public Service to aug-ment their academic background.This classification includes non-degree and advanced professionalcertificate students. Applicants foradmission as special students mustundergo the same review processand meet the same criteria foradmission as degree applicants.Special students may take up tofour courses.

37 • A DM I S S I ON , F I N AN C I A L A I D , T U I T I ON , A ND F E E S


Visiting StudentsThis classification is provided toaccommodate applicants who arematriculated degree candidates atother academic institutions.

Visiting students may register forwhatever and however many of thecourses at the Robert F. WagnerGraduate School of Public Serviceas are certified and approved by

the dean, or other authorized offi-cial, of the parent institution, pro-vided there is a seat available.

Tuition, Fees and Expenses

Visit nyu.edu/bursar/tuition.fees forthe most up-to-date list of tuitionand fees. Visit the Wagner websitefor current estimates on room andboard, books and supplies, trans-portation and personal expenses atwagner.nyu.edu/admissions/financialaid/.All fees are payable by the pay-

ment deadline listed at nyu.edu/bursar/payment.info/dates.html. In thecase of overpayment, the balance isrefunded on request by filing arefund application with the Officeof the Bursar.A late fee will be charged if

payment is not made by the duedate indicated on the student’sstatement.The unpaid balance of a stu-

dent’s account is also subject to aninterest charge from the first dayof class until payment is received.Holders of New York State

Tuition Assistance ProgramAwards will be allowed credittoward their tuition fees in theamount of their entitlement, pro-vided they are New York State res-idents, are enrolled on a full-timebasis, and present theirschedule/bill with the AwardCertificate for the applicable term.Students who receive awards

after registration will receive acheck from the University after theNew York State payment has beenreceived by the Office of theBursar, and the Office of theUniversity Registrar has confirmedeligibility.For more information about

tuition, fees, and expenses, visit:nyu.edu/bursar/.

DEFERRED PAYMENTPLAN The Deferred Payment Plan allowsstudents to pay a percentage oftheir net balance due for the cur-rent term on the payment due dateand defer the remaining percent-age until later in the semester. Forupdated and additional informa-tion, please visit the Office of the

Bursar’s website: nyu.edu/bursar/paymentplans or contact 212-998-2806.

TUITIONPAY PLANTuitionPay (formerly called AMS)is a payment plan administered bySallie Mae. The plan is open to allNYU students with the exceptionof the SCPS noncredit division.This interest-free plan allows forall or a portion of a student’s edu-cational expenses (includingtuition, fees, room, and board) tobe paid in monthly installments.The traditional University

billing cycle consists of one largelump-sum payment due at thebeginning of each semester.TuitionPay is a budget plan thatenables a student to spread pay-ments over the course of the aca-demic year. By enrolling in thisplan, students can spread their fallsemester tuition payments over afour-month period (June throughSeptember) and their springsemester tuition payment overanother four-month period(November through February). A TuitionPay Plan application

can be found on the Office of theBursar website at nyu.edu/bursar/paymentplans. For more information,visit the TuitionPay website attuitionpay.com or call 800-635-0120.

ARREARS POLICYThe University reserves the right todeny registration and withhold allinformation regarding the record ofany student who is in arrears in thepayment of tuition, fees, loans, orother charges (including charges forhousing, dining, or other activitiesor services) for as long as any arrearsremain.

DIPLOMA ARREARSPOLICYDiplomas of students in arrearswill be held until their financialobligations to the University arefulfilled and they have beencleared by the Bursar. Graduateswith a diploma hold may contactthe Office of the Bursar at 212-998-2806 to clear arrears or to dis-cuss their financial status at theUniversity.

WITHDRAWAL ANDREFUND OF TUITIONA student who for any reason findsit impossible to complete a coursefor which he or she has registeredshould consult with an academicadviser in the Wagner School. Anofficial withdrawal must be filedeither on Albert or in writing on acompleted Program Change(drop/add) form with the Office ofthe University Registrar.Withdrawal does not necessarilyentitle the student to a refund oftuition paid or a cancellation oftuition still due. A refund oftuition will be made provided sucha withdrawal is filed within thescheduled refund period for theterm (see schedule below).Merely ceasing to attend a class

does not constitute official with-drawal, nor does notification to theinstructor. A stop payment of acheck presented for tuition doesnot constitute withdrawal, nordoes it reduce the indebtedness tothe University. A nonreturnableregistration fee and a penalty feefor a stopped payment will becharged in addition to any tuitionnot canceled.The date on which the Program

Change form is filed, not the lastdate of attendance in class, is con-sidered the official date of the student’s withdrawal. It is thisdate that serves as the basis forcomputing any refund granted thestudent.


Refund Period Schedule (fall andspring terms only)This schedule is based on the totalapplicable charge for tuition

excluding nonreturnable fees anddeposits.A student may not withdraw from aclass during the last three weeks of

the fall or spring semester or the lastthree days of each summer session.

Tuition Refund Schedule—Fall and Spring

Withdrawal Tuition RefundThrough second week of classes 100% tuition & fees

After second week of classes No Refund

Tuition Refund Schedule—Summer

Withdrawal Tuition RefundCourses dropped or session withdrawals during the first week of the session 100% tuition & fees

Courses dropped or session withdrawalsafter the first week of the session No Refund

The Tuition Refund Schedule isbased on calendar weeks duringthe fall and spring semesters. Thefirst calendar week consists of the

first seven (7) calendar days(including Saturday and Sunday)beginning with the official open-ing of term, not the date of the

first class meeting. The TuitionRefund Schedule in summer isgreatly compressed (see below).

Exceptions to the publishedrefund schedule may be appealedin writing to the refund commit-tee of the Wagner School andshould be supported by appropri-ate documentation regarding the

circumstances that warrant consid-eration of an exception.Students who register using

Albert are subject to the aboverefund policy whether or not pay-ment is made.

Complete Withdrawal RefundScheduledA student who withdraws from allcourses is subject to the completewithdrawal schedule found atnyu.edu/bursar/refunds/withdrawal.

NYU Financial Aid

THE OFFICE OF FINANCIAL AIDFederal student aid at New YorkUniversity is managed through theFAFSA and by NYU’s Office ofFinancial Aid. Please visitFinancial Aid and Scholarships athttp://www.nyu.edu/admissions/financial-aid-and-scholarships.html forcomplete details about the infor-mation summarized here.

HOW TO APPLYNew York University requires stu-dents to submit only the FreeApplication for Federal StudentAid (FAFSA) at fafsa.gov In addi-tion, New York State residentsshould complete the New YorkState Tuition Assistance Program(TAP) application; after complet-ing the FAFSA, begin the onlineTAP application immediatelyusing the link on the FAFSAConfirmation Page or by using thequick link at the bottom of most

pages at hesc.com. To be assured offull consideration for all availablesupport, students must apply forfinancial aid by the appropriatedeadline.

ELIGIBILITY FOR FINANCIAL AIDTo be considered for financial aid,students must be officially admit-ted to NYU or matriculated in adegree program and making satis-factory academic progress towarddegree requirements. Financialaid awards are not automaticallyrenewed each year. Continuingstudents must submit the FAFSAeach year, continue to demonstratefinancial need, make satisfactoryprogress toward degree require-ments, and be in good academicstanding.

Notice: Satisfactory academicprogress evaluations and policiesare subject to change.

WITHDRAWALStudents receiving federal studentaid who withdraw completely maybe billed for remaining balancesresulting from the mandatoryreturn of funds to the U.S. govern-ment. The amount of federal aid“earned” up to that point is deter-mined by the withdrawal date anda calculation based upon the feder-ally prescribed formula. Generally,federal assistance is earned on apro-rata basis.Federal regulations require

adjustments reducing financial aid ifa student withdraws even after theNYU refund period. Financial aidamounts will be adjusted for stu-dents who withdraw through theninth week of the semester and havereceived any federal grants or loans.This adjustment may result in thestudent’s bill not being fully paid.NYU will bill the student for thisdifference. The student will beresponsible for payment of this bill


before returning to NYU and willremain responsible for payment evenif he or she does not return to NYU.For any semester a student

receives any aid, that semester willbe counted in the satisfactory aca-

demic progress standard. This mayrequire the student to make upcredits before receiving any furtheraid. So as not to jeopardize futuresemesters of aid, master’s degreestudents need to maintain a cumu-

lative GPA of 3.0 and doctoralstudents are required to maintain acumulative GPA of 3.3 through-out their academic careers.

Scholarships and Grants

Eligibility for merit-based and/orneed-based scholarships at NYU isbased solely on the strength of theapplication and the contributionsthe Graduate AdmissionsCommittee believe the applicantcan make to the NYU Wagnercommunity. No additional appli-cation components are required.Please visit http://wagner.nyu.edu/admissions/financialaid/scholarships tolearn more.

UNIVERSITY-SPONSOREDAND UNIVERSITY-ADMINISTERED PROGRAMSNYU provides students with needbased financial aid through thefederal student aid programs. Allstudents must complete theFAFSA to be eligible. Please visitthe following site to learn more:http://www.nyu.edu/admissions/finan-cial-aid-and-scholarships.html.

FEDERAL SCHOLARSHIPSAND GRANTSEligibility is based on submissionof the FAFSA, and no separateapplication is necessary.

STATE GRANTSNew York State offers a wide vari-ety of grants and scholarships toresidents, subject to the annualavailability of funds. Applicationis made directly to the state andgrants are awarded by the state.New York State programs arelisted at hesc.com.Some students from outside

New York State may qualify forfunds from their own state scholar-ship programs that can be used atNew York University. Studentsshould contact their state financialaid agency (call 1-800-433-3243to get its telephone number andaddress) to ask about programrequirements and application pro-cedures. When students receive aneligibility notice from their state

program, they should submit itimmediately to the NYU Office ofFinancial Aid.

VETERANS’ BENEFITSThe U.S. Department of VeteransAffairs offers education grant assis-tance to qualified U.S. militaryservice members and their fami-lies. Further information may beobtained here: http://www.nyu.edu/registrar/forms-procedures/veterans-benefits.html.

SCHOLARSHIPS ANDGRANTS FROM OTHERORGANIZATIONSStudents may be eligible for a pri-vate scholarship or grant from anoutside agency. Some sources toexplore are employers, unions, pro-fessional organizations, and com-munity and special interest groups.A number of extensive scholarshipsearch resources are available freeonline, and several are featured athttp://wagner.nyu.edu/files/admissions/externalscholarshipdirectory.pdf.

EMPLOYEE EDUCATIONPLANSMany companies pay all or part ofthe tuition of their employeesunder tuition refund plans.Employed students attending theUniversity should ask their per-sonnel officers or training directorsabout the existence of a companytuition plan. Students who receivetuition reimbursement and NYUemployees who receive tuitionremission from NYU must notifythe Office of Financial Aid if theyreceive this benefit.

STUDENT EMPLOYMENT Most financial aid award packagesinclude work-study. This meansthat all students, including inter-national students are eligible toparticipate in the Federal Work-Study Program and may earn up

to the amount recommended intheir award package. Wasserman Center for CareerDevelopment 133 East 13th Street, 2nd Floor;212-998-4730nyu.edu/careerdevelopment

TUITION REMISSION Members of the NYU staff, teach-ing staff, and officers or adminis-trators and their dependents whoare eligible for NYU tuitionremission are not eligible for otherforms of financial aid administeredby the University (including meritawards). Eligibility can bereviewed for other types of aidincluding: Federal Stafford Loans,Federal Unsubsidized StaffordLoans, Federal Parent Loans forUndergraduate Students (PLUS),TAP Grants, Federal Pell Grants,and some private (non-federal)alternative loan programs if theappropriate Free Application forFederal Student Aid is completed.Details about tuition remissioneligibility information can beobtained at nyu.edu/employees/ benefit.html.

FEDERAL PUBLIC SERVICE LOAN FORGIVENESS PROGRAMAND INCOME-BASEDREPAYMENT PLANThe federal Public Service LoanForgiveness program and theIncome-Based Repayment (IBR)plan are two options that willallow some borrowers to be eligi-ble for loan forgiveness after 10years of qualifying employmentand loan payments.For more information, visit

http://wagner.nyu.edu/admissions/finan-cialaid/loanforgiveness.


STUDENT RESPONSIBILITIES• To be considered for most finan-cial aid at NYU, students shouldcomplete the Free Applicationfor Federal Student Aid by thedeadline applicable. The bestway to file is online at fafsa.gov.Once complete, students shouldreview the results (known as theStudent Aid Report, or SAR),and make changes or correctionsif necessary.• Use NYU Albert at albert.nyu.eduto accept financial aid awards.• When submitting documents tothe Office of Financial Aid,include University I.D. numberon each page. Do not submitoriginals.• Students should understand theconditions of the awards theyaccept. The Office of FinancialAid should be contacted withany questions.• Adhere to deadlines and satisfac-tory academic progress standards.The Office of Financial Aid willsend reminders, but it is the stu-dent’s responsibility to know andadhere to the information.• Notify the Office of FinancialAid immediately if receiving anaward or financial aid from anyother source. A change in a stu-dents resources may affect eligi-bility for student aid.• Respond immediately to allrequests from the Office ofFinancial Aid. Failure to complymay result in the cancellation ofyour aid.• Students must consult with theOffice of Financial Aid immedi-ately they reduce their academicprogram to fewer credits, or ifenrolled full-time (at least 12credits) but intend to beginpart-time (less than 12 credits).The Office of Financial Aidshould be contacted if there isany change in housing status. Achange in enrollment or housingstatus may affect financial aid.• Update contact information viaNYU Albert at albert.nyu.edu.

• Students must reapply for finan-cial aid each year. Continuingstudents and graduate studentsshould consult nyu.edu/financial.aid for financial aiddeadlines. Failure to meet theNYU deadline may result in areduction of your aid eligibility.

WAGNER SCHOOL ASSISTANTSHIPS, SCHOLARSHIPS, AND FELLOWSHIPSNYU Wagner has attempted tooutline information about ourfinancial aid opportunities andpolicies below in an effort to pro-vide a candid and relevant view ofhow to finance a graduate educa-tion. NYU Wagner sees financialassistance as a partnership betweeneach student and the school. Asour part of this partnership, wewill try to assist as many studentsas possible within our limited fel-lowship and scholarship resources.The students’ part of the partner-ship is to eliminate consumerdebt, maintain realistic expecta-tions regarding standard of livingas a student, investigate all sourcesof outside funding, and save asmuch as possible before applying.Even with this level of planning,attending NYU Wagner mayrequire significant borrowing.All graduate students who are

U.S. citizens or permanent resi-dents may apply for need-basedfinancial aid programs.International students are not eli-gible for federal and state loan pro-grams; however, they can apply forprivate loans. For more information, visit the

financial aid website for interna-tional students at nyu.edu/financial.aid/international.php.Recipients are informed via

email from NYU Wagner.Scholarship recipients are

expected to excel in their academicand professional development. Inkeeping with these expectations,scholarship recipients must main-tain a GPA of 3.0, demonstrateprogress toward career goals anddemonstrate continued commit-ment to public service. For more information about

scholarships and fellowships, visit:http://wagner.nyu.edu/admissions/financialaid.

ELIGIBLE NONCITIZENSTATUSIn order to be eligible for aid fromNYU and from federal and stategovernment sources, students mustbe classified either as U.S. citizensor as eligible noncitizens. Studentsare responsible for providing docu-mentation of their citizenship sta-tus. Students are considered to beeligible noncitizens for financialaid purposes if one of the follow-ing conditions applies:

1. U.S. permanent resident withan Alien Registration ReceiptCard I-551 (“green card”).

2. Other eligible noncitizens withan Arrival-Departure Record (I-94) showing any one of the fol-lowing designations: (a) “Refugee,” (b) “IndefiniteParole,” (c) “HumanitarianParole,” (d) “Asylum Granted,” or(e) “Cuban-Haitian Entrant.”

Eligibility Scholarships are available to bothdomestic and international stu-dents, and to both full-time andpart-time students. New appli-cants who apply by the scholarshipdeadline will automatically beconsidered for all awards and noseparate application is necessary.

SCHOLARSHIP ADJUSTMENTSStudents who drop a course afterthe start of the opening sessionwill be responsible for refundingto the School the proportionalscholarship share of their tuition inaccordance with the refund sched-ule determined by the University.Students who drop courses afterthe refund period will be liable forreturning 100 percent of theirscholarship to the School.

MAINTAINING MATRICULATIONNo degree can be awarded to astudent who is not matriculated.In order to maintain continuousmatriculation, students must

1. Register during the fall andspring semesters for at least onecredit-bearing course, unless theyonly have one course left to com-plete their degree, or

2. Pay the maintenance of matric-ulation fee for each term in whichthey are not registered for at leastone credit-bearing course.

Doctoral students are remindedthat they must maintain continu-ous matriculation while complet-ing their degree. Continuousmatriculation may be met in oneof the following ways: either by (1) registering for a normal courseload, (2) maintaining matricula-tion by payment of fees, or (3) enrolling in PHD-GP 5901Research in Progress during disser-tation research and writing.Students enrolled for the degree

of Doctor of Philosophy who havecompleted 72 credits of coursework and all other requirements forthe degree except the dissertationare permitted two terms of mainte-nance of matriculation by paymentof fees, after which they register forthe Research in Progress course(PHD-GP 5901) each fall andspring until the dissertation hasbeen completed and the defenserequirement has been met.Students must complete degree

requirements in force at the timeof their initial enrollment. Allrequirements must be completedwithin five years for master’sdegree students and seven to tenyears for doctoral students. Thetime to complete degree require-

ments includes any semester(s) forwhich students paid maintenanceof matriculation or took a leave ofabsence (see below). Paying main-tenance of matriculation does notconstitute satisfactory progresstoward a degree. Students who fail to maintain

continuous matriculation mustapply for readmission. Applicationsfor readmission will be evaluatedon the basis of the standards usedto evaluate new applicants foradmission. Readmitted studentsmust satisfy all the degree require-ments and procedures in effect atthe time of readmission.

LEAVE OF ABSENCEMatriculated students in goodstanding who wish to withdrawfrom school for one or more semes-ters for national service, serious ill-ness, or extenuating personalemergencies are required to contacttheir program administrator torequest a leave of absence. Ifgranted, this leave of absence main-tains matriculation and assuresreadmission at the expiration of oneacademic year. The academic yearbegins on September 1 and ends onAugust 31. Students granted leavesof absence are still required to com-plete all degree requirementswithin the specified time of initialenrollment. For more information,visit wagner.nyu.edu/students/policies/matriculation Any student who has not

enrolled in courses for three ormore semesters is required, with-out exception, to apply for read-mission to the Wagner School.Students who receive a Wagner

School merit scholarship aid andwho take a leave for a semesterrelinquish the scholarship.

GRADUATION REQUIREMENTS,GRADES, AND CREDITIt is the responsibility of each stu-dent to become familiar withdegree requirements and with reg-ulations or requirements subse-quently adopted. Therefore,consultation with the facultyadviser to whom each student isassigned is necessary throughouthis or her period of matriculation.Students must satisfy the

degree requirements in force at thetime of their initial registration.All course work for master’s degreerecipients must be completedwithin five years. Students whofail to maintain matriculation andare readmitted will be expected tomeet any new requirements thathave been adopted in the interim.

Computer ProficiencyIn order to graduate, all studentsmust demonstrate computer profi-ciency in statistical software.

Statistical Software ProficiencyStudents who take CORE-GP1011 Statistical Methods arerequired to complete an SPSS labas part of the course. Students whopass Statistical Methods are con-sidered proficient in statisticalsoftware. Students who waive outof Statistical Methods mustdemonstrate proficiency in statisti-cal software by taking and passingthe computer-based NONCR-GP938 SPSS Proficiency Exam, or bysuccessfully completing PADM-GP 2902 Multiple Regression andIntroduction to Econometrics. Toprepare for the proficiency exam,students may register for theoptional NONCR-GP 931 SPSSComputer Module offered everysemester. Students must register

Registration, Advisement,Academic Policies, andRequirements for Graduation

z

42 • REGISTRATION, ADVISEMENT, ACADEMIC POL IC IES , AND REQUIREMENTS FOR GRADUATION


for the test and/or module at thebeginning of the semester viaAlbert.

GradingTo receive credit for a course, astudent must be in regular atten-dance and satisfactorily completeall examinations and other assign-ments prescribed by the instructor.Students receive grades accord-

ing to the following scale. Thisgrade scale applies to all coursesregardless of the school in whichthe course is taken.

A = 4.0 pointsA- = 3.7 pointsB+ = 3.3 pointsB = 3.0 pointsB- = 2.7 pointsC+ = 2.3 pointsC = 2.0 pointsC- = 1.7 pointsF (fail) = 0 pointsR (registered auditor) = 0 pointsP (pass) = 0 pointsIP (incomplete but passing) = 0 pointsIF (incomplete and failing) = 0 points N (no grade;unofficial withdrawal) = 0 pointsW (withdrawal)= 0 points

P (pass) is recorded only forReflective Practice: Learning fromWork (PADM-GP 1901), Researchin Progress (PHD-GP-GP 5902),and specified noncredit courses.Under special circumstances,

the temporary grade of IP or IFmay be reported for students whoare unable to complete all of therequired course work on time. (An IP indicates that the studentwas passing the course at the timeof the request. An IF indicates thatthe student was failing the course

at the time of the request.)Students should make requests foran incomplete grade on theIncomplete Request Form avail-able in the Office of AcademicServices. The form should indicatethe reason for the request (e.g.,medical emergency) and a specificplan for completing all remainingrequirements and should be signedby the student and the facultymember teaching the course. In allcases, incomplete grades must beremoved by the end of one calen-dar year; if not removed, an IPautomatically reverts to an N onthe student’s transcript, and an IFautomatically reverts to an F. Afterthis period, students will berequired to re-register and pay forthe course to graduate. If theagreed-upon plan of actionrequires that the student audit thecourse within the one-year period,an audit fee will be charged. The grade W is used to report

an authorized withdrawal from thecourse and is assigned by theRegistrar.For more information, visit:

wagner.nyu.edu/students/policies/grading.

Academic StandingThroughout their academic career,students are expected to maintaina minimum grade point average of 3.0 (this is a requirement forgraduation). Those with a GPA less than 3.0

are placed on academic probationand closely monitored for academicprogress. Academic probation canresult in the blocking of futureregistration and/or restriction inthe number of courses a studentcan take until his or her GPA israised to 3.0. If a student’s GPAremains below 3.0 for two consecu-tive semesters, the student may beasked to withdraw from the School.

For more information, visit:wagner.nyu.edu/students/policies/grading.

Core Course WaiversStudents who have acquired knowl-edge of the subject matter of a corecourse prior to enrolling at theWagner School are encouraged topursue a course waiver. In order tobe waived from a course, studentsshould consult the waiver policiesonline and submit the appropriatedocumentation. Waivers do notreduce the 60-credit degreerequirement but do allow studentsto take more electives.For more information, visit:

wagner.nyu.edu/students/registration/waivers.

Credit for Courses TakenElsewhereCredit toward the total creditrequirement for the degree may beawarded for graduate courses takenelsewhere if they meet the follow-ing conditions: (1) they are appro-priate to the degree sought; (2)they were completed with a gradeof B or better; (3) they were earnedat an institution of established aca-demic reputation; and (4) thecourse work was taken within thelast five years, except for doctoralstudents with master’s degrees,and those credits remain valid.Transfer credit applies to grad-

uate courses taken prior to enter-ing the Wagner School. Exceptunder very special circumstances,credits earned after matriculationcannot be transferred. (Note: cred-its from one master’s degree cannotbe used toward another master’sdegree.)For more information, visit:

wagner.nyu.edu/students/policies/transfer.

University Policies

ARREARS POLICYThe University reserves the rightto deny registration and withholdall information regarding therecord of any student who is inarrears in the payment of tuition,fees, loans, or other charges(including charges for housing,dining, or other activities or serv-ices) for as long as any arrearsremain.

DIPLOMA ARREARS POLICYDiplomas of students in arrears willbe held until their financial obliga-tions to the University are fulfilledand they have been cleared by theBursar. Graduates with a diplomahold may contact the Office of theBursar at 212-998-2806 to cleararrears or to discuss their financialstatus at the University.

NYU ACADEMICINTEGRITYAt NYU, a commitment to excel-lence, fairness, honesty, and respectwithin and outside the classroomis essential to maintaining theintegrity of our community. Allstudents should read and be famil-iar with the NYU Academic

Integrity Policy Statement, available at nyu.edu/about/policies-guidelines-compliance/policies-and-guidelines/academic-integrity-for-students-at-nyu.html.

ACADEMIC CODE—STUDENT DISCIPLINARYPROCEDURES

A. IntroductionThese procedures supplement theStudent Disciplinary Procedures ofNew York University, as approvedby the vote of the Wagner schoolfaculty on December 16, 2010.As permitted under New York

University by-laws and discipli-nary procedures, the faculty of theWagner Graduate School of PublicService adopts the following proce-dures for informal resolution ofcomplaints and for cases of formalstudent discipline. The proceduresdescribed below are not exclusiveand are not intended to preventinformal resolution.

B. Disciplinary ViolationsStudents of the Wagner School andNew York University have joinedan academic community that pre-sumes certain behaviors andnorms. As members of this com-munity, students are expected toconduct their academic work withthe highest integrity and to avoidany behaviors that jeopardize thewell-being of others or disrupteducational activities.All students are required to

review and acknowledge an online“Academic Oath,” explaining thesepolicies and procedures prior tothe beginning of classes. Each stu-dent “signs” the oath, indicatingunderstanding of the academiccode, resources to consult regard-ing academic integrity, and poten-tial ramifications of violations.Student Services administratorsmaintain date and time stampedrecords of each student’s electronicacknowledgement. Accusations of behaviors that

constitute disciplinary violations ofeither academic dishonesty or com-munity offenses are covered bythese procedures.

1. Charges of AcademicDishonestyAcademic disciplinary violationsinclude, but are not limited to:cheating on exams or assignments,

submitting your own worktowards requirements in more thanone class without the explicit priorpermission of the instructors, pro-viding your work for someone elseto submit as his or her own, col-laborating on work intended to bedone individually, forgery of aca-demic documents, and plagiarism.Plagiarism consists of presentingideas or words without adequateacknowledgement of their sourceand, as with other acts of academicfraud, is a violation based on factrather than intent. Any of the fol-lowing acts constitutes plagiarism:

a. Using a phrase, sentence, or pas-sage from another person’s workwithout quotation marks ANDattribution of the source. (Bothquotations and attribution arenecessary).

b. Using text from a source that isrearranged, paraphrased or dis-cussed without attribution tothe source;

c. Submitting work where a cen-tral idea for a section/paragraphis taken from a source, writtenin the student’s own words andnot cited in the text;

d. Submitting work completed byanother (including work thatwas accessed via the internet)copied in its entirety or modi-fied without attribution to thesource.

In addition to the examples of pla-giarism noted above, below weprovide several websites that dis-cuss plagiarism further. Forresearch resources and to help youlearn about appropriate citation ofthe many different sources you willuse in your work at Wagner, see“Tutoring, Writing” under the“Advisement” portion of the“Students” tab of our website.Consult these resources for under-standing and avoiding plagiarism:

1. Bibliographic and FootnoteStyle Guide - Citing Sources,New York University Libraries,

2. “Plagiarism: What is It andHow to Recognize and AvoidIt,” The Writing Center atIndiana University,

3. “Principles RegardingAcademic Integrity,”Northwestern University,

4. “Sources,” Dartmouth College,and “A Note on Plagiarism,”Augusta State University.

2. Offenses Against theCommunityOffenses against the communityare behaviors that jeopardize thephysical or emotional health orsafety of its members or disrupteducational or Wagner communityactivities (classroom activities orother official school sponsoredevents such as town hall meet-ings). These include, without limi-tation, damaging premises,interference with access to aca-demic facilities or offices, andphysical or other interference withor harassment of others.*

C. Disciplinary ProceduresComplaints can be filed by facultymembers, students and adminis-trators and will be fielded by theAssociate Dean for Student Affairsand Administration. Everyinstance of suspected academic dis-honesty or offenses against thecommunity should be reported tothe Associate Dean, who willmaintain a list of complaints.Upon receiving a complaint,

the Associate Dean for StudentAffairs and Administration willconsult the list to determine if thisis a first offense by the accusedparty. If so, informal resolutionbetween the parties may takeplace, with guidance from theAssociate Dean, and with facultydetermining any academic penaltyfor the infraction. However, ifthere are other known offenses bythe same party, the Associate Deanmust advise the faculty Chair ofthe Discipline Committee.Informal or formal resolutionthrough the DisciplinaryCommittee must then proceed.If informal resolution by con-

sent is not possible for any reason,the Associate Dean will conduct apreliminary investigation to deter-mine whether or not it is necessaryto proceed with formal hearings.If the Associate Dean deter-

mines that the complaint maywarrant proceeding with a formalhearing, the Associate Dean willconsult with the Chair of theDiscipline Committee. If theydetermine that a formal hearing is


*In cases involving sexual assault,harassment and other forms of sexual mis-conduct the policies and procedures outlinedin the New York University policy will be followed.


warranted, the Associate Dean willnotify the student (hereinafter the‘Student’) against whom the com-plaint was filed in writing of thecharges within 48 hours. Multiplecomplaints concerning the samestudent will automatically triggerinvolvement of the DisciplineCommittee Chair, and may requirea formal hearing. The writtencomplaint will state the policiesthat have been alleged to be vio-lated by the Student. The Chairwill then create a Hearing Panelfrom the available Committeemembers.

1. Discipline CommitteeThe Disciplinary Committee willbe composed of three faculty mem-bers, including the Chair, and theAssociate Dean for AcademicAffairs, or two faculty and oneadministrator. Student representa-tion will be solicited as needed forhearings or other matters. The stu-dents will be selected by theDean’s office from a pool of stu-dents either self-nominated ornominated by the Wagner StudentAssociation.

2. The Hearing PanelThe Hearing Panel will consist ofthree people, including the Chair(two faculty members and one stu-dent or one faculty member, oneadministrator and one student).Any committee members withconflicts of interest should excusethemselves from serving. Inadvance of the hearing, the Chairwill present the case materials tothe Hearing Panel. The Chair willalso ask that the complainant andthe Student submit the names ofall witnesses that they would likepresent at the hearing. TheHearing Panel has the discretionto limit the number of witnessesappearing at the hearing as itdeems appropriate, and the Chairmay request certain witnesses toattend the hearing and to testify.

3. HearingsThe Hearing Panel shall controlthe conduct of the hearing pro-ceedings. The Chair shall instructeveryone participating in the disci-plinary proceeding of the confiden-tiality of such proceedings. Thehearing shall not be governed byformal rules of evidence.

Following the hearing, theHearing Panel shall meet in closedsession. The Hearing Panel shallfirst vote on whether the Studenthas committed the alleged disci-plinary infraction, and then, if nec-essary, the Hearing Panel willdecide the disciplinary sanction tobe imposed. A majority vote of theHearing Panel is necessary for avalid decision.The Student has the right to

have the Hearing Panel request thepresence of a reasonable number ofwitnesses on his or her behalf,though the Hearing Panel cannotcompel the attendance of such witnesses.An audio recording of the hear-

ing shall be made. In addition, theChair shall prepare minutes of thehearing, which include:

a. A short statement of thecharge against the Student;

b. A summary of the findingsof fact and conclusions madeby the Hearing Panel;

c. A statement of the decisionof the Hearing Panel; and

d. The penalty imposed by theHearing Panel.

The Chair shall inform theDean of the Hearing Panel’s find-ings. The Dean shall promptlyprovide the Student with a copy ofthe Hearing Panel’s decision, andall appropriate notations in theStudent’s record shall be made.

4. Rights of the StudentThe Student has the right to beinformed in writing of thecharge(s) against him or her andthe name(s) of the person(s) whofiled the complaint.The Student has the right to

consult with an adviser or counselof his or her own choosing (whomay be an eligible and consentingfaculty member) to assist him orher in the preparation of thedefense. No member of theCommittee or Dean shall be eligi-ble to serve as an adviser underthis section. The adviser or counselmay assist the Student in thepreparation of the Student’s casefor the initial hearing and anyappeal. The adviser or counsel mayalso appear at any prehearing andhearing and shall have the right toexamine by putting questionsdirectly to the witness, or by ask-ing questions through members of

the hearing body. The methodshall be determined by the hearingbody and may be altered by it atany time.

5. Disciplinary SanctionsAs stated previously, academicpenalties may be imposed by thefaculty member in whose course orassignment the infraction wasmade. These may include failingthe assignment, failing the course,requiring additional academicwork, lowering the student’s over-all grade, or a combination.At the discretion of the

Discipline Committee, additionalsanctions may be imposed beyondthe academic penalties — whetherthe case was heard by informal res-olution or through a formal hear-ing. Such decisions based oncurrent findings and any record ofprior infractions, may include anyone or more of the following disci-plinary sanctions:Warning—Notice to theStudent, orally or in writing,that continuation or repetitionof the conduct found wrongful,or participation in similar con-duct, within a period of timestated in the warning, shall bea cause for disciplinary action.Censure—Written reprimandfor violation of specified regula-tion, including the possibilityof more severe disciplinarysanction in the event of convic-tion of another violation of aUniversity regulation within aperiod of time stated in thereprimand.Disciplinary Probation—Exclusion from participation inprivileges or extracurricularUniversity activities as set forthin the notice of disciplinaryprobation. Notification that amore severe disciplinary sanc-tion may be imposed if theStudent commits a second dis-ciplinary offense while on disci-plinary probation.Restitution—Reimbursementfor damage to or misappropria-tion of property.Reimbursement may take theform of appropriate service torepair or otherwise compensatefor damages.Monetary Fines—For anyoffenses as determined by theCommittee.


Suspension—Exclusion fromclasses and other privileges orextracurricular activities as setforth in the notice of suspension.Dismissal—Termination of stu-dent status for an indefiniteperiod. The conditions for read-mission, if any permitted, shallbe stated by the panel in theorder of dismissal.Expulsion—Permanent termi-nation of a student’s status.Community Service—Specificservice as deemed appropriategiven the violation.

6. AppealsAppeals of the Hearing Panel’sdecision shall be brought to theDean. The Student may appealfrom any adverse determinationbut only on the grounds that (i)the procedure followed at the hear-ing deprived the respondent of afair opportunity to respond ade-quately to the complaint or (ii) theevidence in the record taken as awhole does not substantially sup-port the Hearing Panel’s action.The appeal must be in writing,must state the basis for the appeal,and must be received by the Deanwithin 20 working days of the dateon which the final report of theHearing Panel was given to theStudent. The appeal shall be lim-ited to a review of the record of thehearing, including the HearingPanel’s decision, and of any materi-als presented as evidence at thehearing. The Dean’s decision shallbe made within 20 working daysof the date on which the Student’sappeal was received. The Deanshall have the power to stay thesanction imposed by the HearingPanel pending the appeal. TheDean shall prepare a written deci-sion on the appeal and may affirmthe Hearing Panel’s action, modifyit in any respect (including theimposition of a more severe sanc-tion), reverse it, or remand the casefor further proceedings by theDiscipline Committee. Any deci-sion by the Dean, other than aremand, shall be final and binding.

7. Criminal Investigations/ConvictionsThe Wagner School recommendsthat students receive degrees uponthe faculty’s certification to thePresident that students are quali-fied to earn them. The Presidentrecommends qualified candidates

to the Board, which ultimatelyconfers all degrees. Wagnerreserves the right to withhold,delay, or rescind its certification ofqualification in the case of any stu-dent who has not complied withWagner’s academic integrity andconduct standards, Universityrules, or federal, state or local lawwhile an enrolled student. Wherethe facts are beyond legitimate dis-pute, such as when a student hascommitted a crime as evidenced bythe student having entered a guiltyplea, plea of nolo contendere orsimilar plea, or having been con-victed of the crime, Wagner maywithhold, delay, or rescind a degreefollowing a faculty vote withoutfurther proceedings. In other cases,the student may request a hearingunder the disciplinary proceduredescribed in the Academic Codebefore the faculty considerswhether to withhold or confer adegree or rescind its prior recom-mendation to confer a degree. Ifthere is insufficient time for thehearing prior to the date thedegree would otherwise beawarded, the Wagner School may,if the Dean or faculty so elects,withhold the degree pending thecompletion of the disciplinaryprocess and the faculty’s considera-tion of that process. Similarly,where a student is involved in amatter that is expected to beresolved, such as judicial proceed-ings that are expected to result in ajudicial resolution of a charge ofcrime or fraud, the Wagner Schoolmay, if the Dean or faculty soelects, defer consideration ofwhether to withhold or confer adegree or rescind its prior recom-mendation to confer a degree,pending the resolution of suchcharges, even if this may delay thefaculty’s consideration of a candi-date beyond his or her expectedgraduation date.All students are required to

advise the Dean of any criminalinvestigation or conviction, or anyinvestigation or legal judgment forcivil fraud. Students need notadvise the Dean of misdemeanoroffenses. Notice must be given inwriting, no later than two weeksafter the student learns of theinvestigation, conviction or legalfraud judgment. A failure to pro-vide such notice may itself consti-tute grounds for withholding,delaying or rescinding a degree.

8. Recording/Record KeepingThe records of all disciplinarycases, preliminary assessments andhearings shall be kept and main-tained by the Associate Dean forStudent Affairs andAdministration on behalf of theChair in a confidential manner.The Committee will keep andmaintain such records until allappeals have been completed or thetime for an appeal has expired.Student files, at a minimum, shallreflect the Hearing Panel’s affirma-tive findings of a disciplinaryinfraction while the Student isenrolled at Wagner.The Committee shall be

responsible for preparing an annualreporting summary to ensure thatthe Wagner community is madegenerally aware of disciplinary outcomes.

STUDENT GRIEVANCEPROCEDUREIn order to appeal a grade, studentsshould first consult with their pro-fessor. If a resolution is notreached, consider filing a grievanceby contacting the Director ofStudent Services.Student grievances alleging a

violation of the University’s poli-cies on sexual harassment or dis-crimination based on race, color,religion, gender, sexual orienta-tion, national origin, marital orparental status, age, or handicapshould also be directed to theDirector of Student Services. Thegoal of the School is to resolvethese grievances informally andquickly, at the same time ensuringthat both the grievant and respon-dent are treated appropriately.A student seeking resolution of

a grievance should follow the stepsoutlined below. (Statements in italicsare derived from New York Universitypolicy.)1. A student should attempt toresolve the grievance informallyby discussing the issue with theperson responsible for the mat-ter being grieved (the respon-dent). Students uncertain abouthow to proceed may consult theDirector of Student Services forassistance. At the request ofeither the grievant or therespondent, the Director ofStudent Services may be askedto arrange for and attend thismeeting. Significant effort

should be placed at resolving thegrievance at this level.2. If the grievance is not infor-mally resolved between thegrievant and respondent, inorder to obtain further review,the grievant may make a writ-ten statement describing thegrievance and present it to theDirector of Student Services.The written document shall state thewritten policy of the school orUniversity that has allegedly beenviolated, describe the facts and evi-dence supporting the alleged viola-tions, indicate what redress thegrievant seeks and provide a brief his-tory of the attempts to resolve thegrievance.

3. If unresolved, the grievant andrespondent may request to meetwith the Associate Dean forStudent Affairs andAdministration of the WagnerSchool (and the Director ofStudent Services if the grievantor respondent requests it) whomay, if deemed appropriate bythe Associate Dean, form a

grievance committee composedof the Associate Dean, a studentrepresentative, and a facultyrepresentative. The student andfaculty member would beselected by the Associate Deanafter consulting with the griev-ant and the respondent. A reso-lution should be sought. Awritten statement of the griev-ance committee’s findings willbe provided to the grievant andthe respondent.

4. If the grievance remains unre-solved, the grievant or respon-dent can appeal to the Dean ofthe Wagner School on anygrievance related to an educa-tional program or the highestranking University officer in thefield, other than the President,responsible for the subject mat-ter of the grievance (e.g., theVice President forAdministration, ExternalAffairs, or Student Affairs).

5. The Dean or University Officershall meet with the grievantand with other persons deemed

appropriate for purpose of ascer-taining the facts and attemptingto resolve the grievance. Then,the Dean or Officer shall rendera written decision on the meritsto the grievant, the respondent,and the Executive Assistant tothe President.

6. If either the student or therespondent appeals the decisionof the Dean or UniversityOfficer, the grievance will bepresented to the UniversityJudicial Board following theprocedures presented in theUniversity’s Student Guide toNew York University.

Students who would like to raiseissues not specified above areencouraged to speak with theDirector of Student Services whowill attempt to find a satisfactoryresolution for the issue. The staffand faculty of the Wagner Schoolare committed to being responsiveto the interests of students.


List of Coursesz

48 • L I S T O F C OUR S E S

COURSE NUMBERINGSYSTEMCore Courses: CORE-GPPublic and NonprofitManagement and Policy:PADM-GPUrban Planning: URPL-GPHealth Policy and Management:HPAM-GPIndependent Reading:INDEP-GPResearch and Fieldwork:PHD-GPUndergraduate Courses:UPADM-GPReynolds Courses: REYN-GP

CORE COURSESCORE-GP 1011 (4 credits)Statistical Methods for Public,Nonprofit, and HealthManagement

CORE-GP 1018 (4 credits)Microeconomics for PublicManagement, Planning, andPolicy Analysis

CORE-GP 1020 (4 credits)Managing Public ServiceOrganizations

CORE-GP 1021 (4 credits)Financial Management forPublic, Nonprofit, and HealthOrganizations

CORE-GP 1022 (4 credits)Introduction to Public Policy

PUBLIC AND NONPROFITMANAGEMENT AND POLICYPADM-GP 1901 (4 credits)Reflective Practice: Learningfrom Work Prerequisite: CORE-GP 1020

PADM-GP 2106 (4 credits)Community Organizing

PADM-GP 2107 (4 credits)Nonprofit Law

PADM-GP 2109 (4 credits) Legal Context for Policy andPublic ManagementPrerequisites: CORE-GP 1022

PADM-GP 2110 (4 credits)Strategic ManagementPrerequisite: CORE-GP 1020

PADM-GP 2112 (4 credits) Women and Men in theWorkplace

PADM-GP 2116 (4 credits) Developing Management SkillsPrerequisite: CORE-GP 1020

PADM-GP 2117 (4 credits)Information Management andSystems in Public and NonprofitService OrganizationsPrerequisites: CORE-GP 1020

PADM-GP 2119 (4 credits)Marketing for NonprofitOrganizationsPrerequisite: CORE-GP 1020

PADM-GP 2125 (4 credits)Foundations of NonprofitManagementPrerequisite: CORE-GP 1020

PADM-GP 2126 (4 credits)Leading Value-Based Culture inNonprofit OrganizationsPrerequisites: CORE-GP 1020

PADM-GP 2129 (4 credits)Race, Identity and Inclusion inOrganizationsPrerequisites: CORE-GP 1020

PADM-GP 2131 (4 credits)Organizational and ManagerialDevelopmentPrerequisite: CORE-GP 1020

PADM-GP 2132 (4 credits)Organizational Design and SocialChangePrerequisites: CORE-GP 1020,CORE-GP 1011; and PADM-GP2170, or PADM-GP 2171, orPADM-GP 2875

PADM-GP 2135 (4 credits)Developing Human ResourcesPrerequisite: CORE-GP 1020

PADM-GP 2138 (4 credits)Macroeconomics, GlobalMarkets, and PolicyPrerequisites: CORE-GP 1021

PADM-GP 2140 (4 credits)Public Economics and FinancePrerequisites: CORE-GP 1011,CORE-GP 1018; CORE-GP 1021concurrently

PADM-GP 2142 (4 credits)Financial Management forNonprofit OrganizationsPrerequisite: CORE-GP 1021

PADM-GP 2143 (4 credits)Government BudgetingPrerequisites: CORE-GP 1011,CORE-GP 1018, and CORE-GP 1021

PADM-GP 2144 (4 credits)Debt Financing andManagement for PublicOrganizationsPrerequisite: CORE-GP 1021

PADM-GP 2145 (4 credits)Design Thinking: A CreativeApproach to Problem Solvingand Creating Impact


PADM-GP 2146 (4 credits)Topics in Municipal FinancePrerequisites: CORE-GP 1021

PADM-GP 2147 (4 credits)Corporate Finance and PublicPolicyPrerequisites: CORE-GP 1018,CORE-GP 1021

PADM-GP 2170 (4 credits)Performance Measurement andManagement for Public,Nonprofit, and Health CareOrganizationsPrerequisite: CORE-GP 1020

PADM-GP 2171 (4 credits)Program Analysis and Evaluation Prerequisites: CORE-GP 1011 andCORE-GP 1022

PADM-GP 2172 (4 credits)Advanced Empirical Methods forPolicy AnalysisPrerequisites: PADM-GP 2902

PADM-GP 2173 (4 credits)Operations Management forPublic, Nonprofit and HealthContextsPrerequisites: CORE-GP 1020,CORE-GP 1011, and NONCR-GP 932 Excel I (or equivalent)

PADM-GP 2178 (4 credits)Power and Influence inOrganizations and PoliticsPrerequisite: CORE-GP 1020

PADM-GP 2186 (4 credits)Leadership and SocialTransformationPrerequisites: CORE-GP 1022

PADM-GP 2196 (4 credits)Public Leadership and MoralCourage

PADM-GP 2197 (4 credits)Taub SeminarPrerequisites: Permission of instructor. Inconjunction with Skirball MA inJudaic Studies.

PADM-GP 2201 (4 credits)Institutions, Governance, andInternational Development

PADM-GP 2202 (4 credits)Politics of InternationalDevelopmentPrerequisites: CORE-GP 1018,CORE-GP 1022 or URPL.GP 2660,and PADM-GP 2201

PADM-GP 2203 (4 credits)International EconomicDevelopment: Governments,Markets and CommunitiesPrerequisites: CORE-GP 1011 andCORE-GP 1018

PADM-GP 2204 (4 credits)Development Assistance,Accountability and AidEffectivenessPrerequisites: CORE-GP 1018 andCORE-GP 1022

PADM-GP 2210 (4 credits)International Organizations andManagement: The UN System

PADM-GP 2211 (4 credits)Program Development andManagement for InternationalOrganizationsPrerequisite: PADM-GP 2201

PADM-GP 2215 (4 credits)Globalization and Its Impact onthe State

PADM-GP 2216 (4 credits)International Organizations:NGOs

PADM-GP 2223 (4 credits)The International Human RightsMovement: Past Present, andFuture

PADM-GP 2224 (4 credits)Human Rights, Democracy, andTransitional JusticePrerequisite: PADM-GP 2201

PADM-GP 2225 (4 credits)Organizing for Human RightsChange

PADM-GP 2226 (4 credits)Innovative Leadership forHuman Development: The UNand the MDGsPrerequisites: CORE-GP 1020

PADM-GP 2236 (4 credits)Protecting Rights and PromotingDevelopment: Labor andEnvironmental Standards in theGlobal EconomyPrerequisites: CORE-GP 1022 orURPL-GP 2660

PADM-GP 2242 (4 credits)Financial Management forInternational OrganizationsPrerequisites: CORE-GP 1021

PADM-GP 2245 (4 credits)Financing Local Government inDeveloping CountriesPrerequisites: CORE-GP 1018 andPADM-GP 2201

PADM-GP 2250 (4 credits)Hunger and Food Security in aGlobal Perspective (Accra,Ghana) Prerequisites: CORE-GP 1018,CORE-GP 1011, CORE-GP 1022 orpermission from the instructor.

PADM-GP 2252 (4 credits)Environmental Policy,Sustainable Development, andthe Economics of ClimateChange (Cape Town, SouthAfrica) Prerequisites: CORE-GP 1018 or per-mission from instructor

PADM-GP 2310 (4 credits)Understanding SocialEntrepreneurship

PADM-GP 2407 (4 credits)Advocacy Lab: How to MakeChange Happen Prerequisites: CORE-GP 1022

PADM-GP 2411 (4 credits)Policy Formation and PolicyAnalysisPrerequisite: CORE-GP 1022

PADM-GP 2413 (4 credits)Philanthropy and Public Policy

PADM-GP 2414 (4 credits)Public Policy for MetropolitanRegions

PADM-GP 2425 (4 credits)Government 3.0: RethinkingGovernance in the 21st CenturyPrerequisites: CORE-GP 1020

PADM-GP 2430 (4 credits)Multi-Sector Partnerships: AComparative PerspectivePrerequisites: CORE-GP 1020 orCORE-GP 1022

PADM-GP 2441 (4 credits)The Economics of Education:Policy and FinancePrerequisites: CORE-GP 1011,CORE-GP 1018, and PADM-GP 2902

PADM-GP 2443 (4 credits)Financing Urban GovernmentPrerequisites: CORE-GP 1018 andPADM-GP 2140

PADM-GP 2444 (4 credits)LGBT Issues in Public PolicyPrerequisites: CORE-GP 1022

PADM-GP 2445 (4 credits)Poverty, Inequality, and PolicyPrerequisites: CORE-GP 1018,CORE-GP 1011, and CORE-GP 1022 or URPL-GP 2660 Recommended Prerequisite: PADM-GP 2902 (or concurrently)

PADM-GP 2446 (4 credits)Public Policy and the Arts Prerequisite: CORE-GP 1022

PADM-GP 2472 (4 credits)Environmental EconomicsPrerequisites: CORE-GP 1018

PADM-GP 2875 (4 credits)Estimating Impacts in PolicyResearchPrerequisites: PADM-GP 2171 andPADM-GP 2902

PADM-GP 2902 (4 credits)Multiple Regression andIntroduction to EconometricsPrerequisite: CORE-GP 1011

PADM-GP 4101 (2 credits)Conflict Management andNegotiation

PADM-GP 4105 (2 credits) Cultural Negotiation, Inter-Group Conflict Resolution, andthe Role of NGOsPrerequisites: PADM-GP 4101 orURPL-GP 4604

PADM-GP 4108 (2 credits) Advanced Negotiation andMediation Skills for ManagersPrerequisites: PADM-GP 4101 orURPL-GP 4604

PADM-GP 4110 (2 credits) Project Management

PADM-GP 4111 (2 credits) Managing Service DeliveryPrerequisites: CORE-GP 1020

PADM-GP 4112 (2 credits) Building Effective Teams

PADM-GP 4113 (2 credits) Evidence-Based Management

PADM-GP 4114 (2 credits) Surveys and Interviews: ALaboratory on Techniques ofSampling, Designing,Conducting and AnalyzingSurveys and InterviewsPrerequisite: CORE-GP 1011

PADM-GP 4116 (2 credits) Participatory Policymaking: Co-Production of Knowledge inNonprofits in Communities ofColor

PADM-GP 4120 (2 credits) Labor Management Cooperation

PADM-GP 4121 (2 credits) Governmental FinancialCondition AnalysisPrerequisites: CORE-GP 1011,CORE-GP 1018, and CORE-GP 1021

PADM-GP 4122 (2 credits) Cost Effectiveness in Nonprofitand Public SectorsPrerequisites: CORE-GP 1018 andCORE-GP 1021. PADM-GP 2140is recommended but not required

PADM-GP 4128 (2 credits) Financial Statement Analysis forHealthcare and Not-for-ProfitOrganizationsPrerequisites: CORE-GP 1021

PADM-GP 4130 (2 credits) Fundamentals of AccountingPrerequisite: CORE-GP 1021

PADM-GP 4131 (2 credits) Fund-Raising for Public andNonprofit OrganizationsPrerequisite: CORE-GP 1020

PADM-GP 4132 (2 credits) Governance of Public/PrivateFinance: Policy, Law & BusinessPrerequisite: CORE-GP 1020

PADM-GP 4134 (2 credits) Managing CorporatePartnerships and SocialResponsibility

PADM-GP 4135 (2 credits) Nonprofit GovernancePrerequisite: CORE-GP 1020

PADM-GP 4137 (2 credits) Strategic Communications forNonprofit and Public Managers

PADM-GP 4138 (2 credits) Financial Accounting inGovernment, Not-for-Profit, andHealth OrganizationsPrerequisites: CORE-GP 1021,PADM-GP 4130

PADM-GP 4139 (2 credits) Investment Management forPublic and NonprofitOrganizations Prerequisites: CORE-GP 1021

PADM-GP 4142 (2 credits) Tools for Managing Nonprofits:Compliance, Internal Controls,and Ethics

PADM-GP 4143 (2 credits)Research Tools for Methods forPublic ServicePrerequisites: CORE-GP 1011

PADM-GP 4150 (2 credits)Leveraging I.T. for PerformanceManagementPrerequisites: CORE-GP 1021 and/orfamiliarity with Excel

PADM-GP 4152 (2 credits) Ethical Issues in Public ServicePrerequisites: CORE-GP 1020

PADM-GP 4189 (2 credits) Capital Acquisition andSustainability in SocialEntrepreneurshipPrerequisites: CORE-GP 1020

PADM-GP 4224 (2 credits) The United States and theWorld: Foreign Policy

PADM-GP 4250 (2 credits) Hunger and Food Security in aGlobal Perspective (meets inNew York only)Prerequisites: CORE-GP 1018;CORE-GP 1011; CORE-GP 1022;or equivalents or permission from theinstructor.

PADM-GP 4340 (2 credits) Digital Innovation Lab

PADM-GP 4401 (2 credits) Community Issues in CriminalJusticePrerequisites: CORE-GP 1011 andCORE-GP 1022 (or URPL-GP2660)

PADM-GP 4402 (2 credits) Juvenile Justice Issues: NewYork’s Response to JuvenileCrime and Delinquency Prerequisites: CORE-GP 1022


PADM-GP 4413 (2 credits) Topics in Philanthropy

PADM-GP 4420 (2 credits) Current Debates in U.S. NationalFood Politics/PolicyPrerequisites: CORE-GP 1022

PADM-GP 4619 (2 credits) The Arts and Artist in UrbanRevitalization Prerequisite: CORE-GP 1022 or per-mission of the instructor

PADM-GP 4620 (2 credits) Topics in Arts Policy

INDEP-GP 1900 (1-4 credits, byarrangement with the adviser)Independent Reading StudiesOpen only to students who have complet-ed at least eight courses or 32 credits ofgraduate study.Prerequisites: Approval of the facultymember with whom the student willstudy and of the student’s programadviser.

INDEP-GP 1906 (1-4 credits, byarrangement with the adviser)Independent Reading inInternational StudiesOpen only to students who have complet-ed at least eight courses or 32 credits ofgraduate study.Prerequisites: Approval of the facultymember with whom the student willstudy and of the student’s programadviser.

URBAN PLANNINGURPL-GP 1603 (4 credits)Urban Planning: Methods andPractice Pre- or co-requisite: CORE-GP 1011

URPL-GP 1605 (4 credits)Land Use Law

URPL-GP 1620 (4 credits)Introduction to Urban PhysicalDesign

URPL-GP 2251 (4 credits)Urbanization and SustainableDevelopment in a TransitionalEconomy (Shanghai, China)

PADM-GP 2414 (4 credits)Public Policy for MetropolitanRegions

URPL-GP 2415 (4 credits)Public Policy and Planning inNew YorkPrerequisites: CORE-GP 1022 orURPL-GP 2660

PADM-GP 2445 (4 credits)Poverty, Inequality, and PolicyPrerequisites: CORE-GP 1018;CORE-GP 1011 and CORE-GP 1022 or URPL-GP 2660

URPL-GP 2452 (4 credits)Transformation of the UrbanEconomy: Case StudiesPrerequisites: CORE-GP 1011;PADM-GP 2140 or URPL-GP 2608

URPL-GP 2470 (4 credits)Transportation PolicyPrerequisites: CORE-GP 1022 orURPL-GP 2660

URPL-GP 2608 (4 credits)Urban EconomicsPrerequisite: CORE-GP 1018. Pre- or co-requisite: CORE-GP 1011

URPL-GP 2610 (4 credits)Environmental ImpactAssessment Process andProcedures

URPL-GP 2612 (4 credits)Adapting the Physical City:Innovations in Energy,Transportation, and Water

URPL-GP 2613 (4 credits)Sustainable Cities in aComparative PerspectivePrerequisite: CORE-GP 1018

URPL-GP 2615 (4 credits)Environment and UrbanDynamics

URPL-GP 2616 (4 credits)Colloquium on the Law, Politics,and Economics of Urban AffairsPrerequisites: CORE-GP 1011,CORE-GP 1018, and URPL-GP 2608

URPL-GP 2639 (4 credits)Real Estate FinancePrerequisites: CORE-GP 1018 andCORE-GP 1021

URPL-GP 2645 (4 credits)Planning for Emergencies andDisasters

URPL-GP 2652 (4 credits)International DevelopmentProject Planning Prerequisites: CORE-GP 1018,CORE-GP 1021, PADM-GP 2201

URPL-GP 2660 (4 credits)History and Theory of Planning

URPL-GP 2665 (4 credits)Decentralized DevelopmentPlanningPrerequisite: CORE-GP 1022 orURPL-GP 2660

URPL-GP 2666 (4 credits)Water Sourcing and ClimateChangePrerequisite: PADM-GP 2201

URPL-GP 2670 (4 credits)Land Use, Housing andCommunity DevelopmentSeminar Prerequisite: By application only.

URPL-GP 2680 (4 credits)Advanced Urban PhysicalDesignPrerequisite: URPL-GP 1620

URPL-GP 2690 (4 credits)Advanced GeographicInformation Systems (GIS) andData ManagementPrerequisite: URPL-GP 4648 andURPL-GP 4649

URPL-GP 4237 (2 credits) Urbanization in DevelopingCountries

URPL-GP 4611 (2 credits) Intelligent Cities: Technology,Policy and Planning

URPL-GP 4617 (2 credits) Environmental Law

URPL-GP 4620 (2 credits) Race and Class in AmericanCities

URPL-GP 4622 (2 credits) Wealth and Inequality: AssetDevelopment and PovertyReduction Policies in the U. S.

URPL-GP 4630 (2 credits) Leveraging TransportationPlanning for Social Policy

URPL-GP 4631 (2 credits) Transportation, Land Use andUrban Form

URPL-GP 4632 (2 credits)


Planning HealthyNeighborhoodsPrerequisites: CORE-GP 1022 orURPL-GP 2660

URPL-GP 4635 (2 credits) Select Topics in CommunityEquity and Wealth BuildingPrerequisites: CORE-GP 1022 orURPL-GP 1603

URPL-GP 4636 (2 credits) Special Topics in Housing:Informal Settlements

URPL-GP 4638 (2 credits) Housing and CommunityDevelopment PolicyPrerequisites: CORE-GP 1022 orURPL-GP 2660

URPL-GP 4639 (2 credits) Building Green Housing andSustainable CommunitiesPrerequisites: CORE-GP 1022 orURPL-GP 2660

URPL-GP 4648 (2 credits) Geographic Information Systemsin Urban Planning I

URPL-GP 4649 (2 credits) Geographic Information Systemsin Urban Planning IIPrerequisite: URPL-GP 4648

URPL-GP 4680 (2 credits) Advanced Urban Design


INDEP-GP 1906 (1-4 credits, byarrangement with the adviser)Independent Reading inInternational StudiesOpen only to students who have complet-ed at least eight courses or 32 credits ofgraduate study.Prerequisites: Approval of the facultymember with whom the student willstudy and of the student’s programadviser.

HEALTH POLICY ANDMANAGEMENTHPAM-GP 1830 (4 credits)Introduction to Health Policyand Management

HPAM-GP 1831 (4 credits)Global Health Policy

HPAM-GP 2242 (4 credits)International Health Policy andProspects (Geneva, Switzerland)Prerequisites: PNP and MUP students:CORE-GP 1022 or URPL-GP 2660and PADM-GP 2201 Health students: CORE-GP 1022,HPAM-GP 1830 or HPAM-GP1831; PADM-GP 2201 (recommended)

HPAM-GP 2244 (4 credits)Global Health Governance andManagementPrerequisites: CORE-GP 1022 andPADM-GP 2201

HPAM-GP 2825 (4 credits)Continuous QualityImprovementPrerequisites: CORE-GP 1011 andHPAM-GP 1830

HPAM-GP 2836 (4 credits)Current Issues in Health Policy

HPAM-GP 2845 (4 credits)Advanced Health Care PaymentSystemsPrerequisites: HPAM-GP 4830 andHPAM-GP 4840

HPAM-GP 2848 (4 credits)The Business of Health CarePrerequisite: HPAM-GP 4830 or per-mission of the instructor.

HPAM-GP 2852 (4 credits)Comparative Health SystemsPrerequisites: CORE-GP 1018,CORE-GP 1022, and HPAM-GP1830. Recommended: HPAM-GP4830 and HPAM-GP 2836

HPAM-GP 2855 (4 credits)Budgeting for HealthProfessionals

HPAM-GP 2867 (4 credits)Health System Reform:Comparative PerspectivesPrerequisites: CORE-GP 1022,HPAM-GP 1830, and HPAM-GP 4830

PADM-GP 2875 (4 credits)Estimating Impacts in PolicyResearchPrerequisites: PADM-GP 2171 andPADM-GP 2902

PADM-GP 2902 (4 credits)Multiple Regression andIntroduction to EconometricsPrerequisite: CORE-GP 1011

HPAM-GP 4821 (2 credits) Locating Evidence for HealthManagement

HPAM-GP 4822 (2 credits) Healthcare InformationTechnology: Public Policy andManagementPrerequisites: HPAM-GP 4833 or per-mission of instructor

HPAM-GP 4823 (2 credits) Healthcare InformationTechnology for ManagersPrerequisites: HPAM-GP 4822,HPAM-GP 4833 or instructor permission

HPAM-GP 4830 (2 credits) Health Economics: PrinciplesPrerequisites: CORE-GP 1011,CORE-GP 1018

HPAM-GP 4831 (2 credits) Health Economics: Topics inDomestic Health PolicyPrerequisites: CORE-GP 1011,CORE-GP 1018

HPAM-GP 4832 (2 credits) Health Economics: Topics inInternational Health PolicyPrerequisites: CORE-GP 1011,CORE-GP 1018, HPAM-GP 4830or PADM-GP 2203

HPAM-GP 4833 (2 credits) Health Care Management I:Control and OrganizationalDesignPrerequisites: CORE-GP 1020,HPAM-GP 1830 or HPAM-GP 1831 concurrently

HPAM-GP 4834 (2 credits) Health Care Management II:Adaptation and the ProfessionalManagerPrerequisites: CORE-GP 1020,HPAM-GP 1830 or HPAM-GP 1831 concurrently


HPAM-GP 4835 (2 credits) Principles of Human ResourcesManagement for Health CareOrganizationsPrerequisites: HPAM-GP 4833

HPAM-GP 4836 (2 credits) Issues in Human ResourcesManagement for Health CareOrganizationsPrerequisites: HPAM-GP 4833,HPAM-GP 4835

HPAM-GP 4840 (2 credits) Financial Management forHealth Care Orgs - I: FinancialManagement and BudgetingPrerequisites: CORE-GP 1018,CORE-GP 1021

HPAM-GP 4841 (2 credits) Financial Management forHealth Care Orgs - II: CapitalFinancing and Advanced Issues Prerequisites: CORE-GP 1018,CORE-GP 1021

HPAM-GP 4844 (2 credits) The Realities of Faculty PracticeManagement

HPAM-GP 4845(2 credits) Realties of Academic MedicalCenters

HPAM-GP 4847 (2 credits) Caring Dilemmas: Learning fromNarrative

HPAM-GP 4852 (2 credits) Ethical Issues in HealthcareManagementPrerequisite: CORE-GP 1020Recommended: HPAM-GP 4831

HPAM-GP 4855 (2 credits) Introduction to ComparativeCost-Effectiveness


INDEP-GP 1906 (1-4 credits, byarrangement with the adviser)Independent Reading inInternational StudiesOpen only to students who have complet-ed at least eight courses or 32 credits ofgraduate study.Prerequisites: Approval of the facultymember with whom the student will studyand of the student’s program adviser.

CAPSTONE COURSESTo be eligible for capstone, all stu-dents must have declared theirspecialization, completed theirprofessional experience require-ment (if required), passed the SPSSexam or completed PADM-GP2902 (required for students whowaived CORE-GP 1011), andearned at least a 3.0 cumulativeGPA. Additional and specific pre-requisites, by course number, canbe found on the ProgramRequirement Checksheet. All cap-stone courses are 2 credits for thefirst semester and 2 credits for thesecond semester.

CAP-GP 3110, CAP-GP 3111 (2 credits, 2 credits)Capstone: Advanced Projects inPNP Management and Finance

CAP-GP 3116, CAP-GP 3117 (2 credits, 2 credits)Capstone: Advanced Projects inPNP Management

CAP-GP 3120, CAP-GP 3121 (2 credits, 2 credits)Capstone: Advanced Projects inPNP Finance, Management, andPolicy

CAP-GP 3142 and CAP-GP 3143(2 credits, 2 credits) Capstone: Advanced Projects inPNP Finance and Policy

CAP-GP 3148, CAP-GP 3149 (2 credits, 2 credits)Applied Research in PublicFinance and Policy

CAP-GP 3170, CAP-GP 3171 (2 credits, 2 credits)Advanced Projects in PNPPolicy

CAP-GP 3175, CAP-GP 3176 (2 credits, 2 credits)Advanced Projects in PNPPolicy and Management

CAP-GP 3226, CAP-GP 3227 (2 credits, 2 credits)Advanced International Projects

CAP-GP 3401, CAP-GP 3402 (2 credits, 2 credits)Capstone: Advanced Projects inPublic Service: Governance Lab

CAP-GP 3601, CAP-GP 3602 (2 credits, 2 credits)Advanced Projects in UrbanPlanning

CAP-GP 3851, CAP-GP 3852 (2 credits, 2 creditsAdvanced Projects in HealthServices Management andFinance

CAP-GP 3870, CAP-GP 3871 (2 credits, 2 credits)Advanced Projects in HealthManagement and Policy

CAP-GP 3890, CAP-GP 3891 (2 credits, 2 credits)Advanced Projects for NurseManagers

EXECUTIVE COURSESEXEC-GP 1194 (4 credits)Exec. MPA Seminar: StrategicLeadership for Public ServiceOrganizations

EXEC-GP 1821 (4 credits)Financial Management for NurseLeaders

EXEC-GP 1830 (4 credits)Introduction to Health Policyand Management for NurseLeaders

EXEC-GP 2810 (4 credits)Service Excellence for NurseLeaders

EXEC-GP 3190 (4 credits)Exec. MPA Seminar: LeadershipConfronted

DOCTORAL COURSESPHD-GP 5901 (4 credits)Seminar in Research in ProgressPrerequisites: CORE-GP 1011 andPADM-GP 2902 (PADM-GP2902may be taken concurrently)

PHD-GP 5902 (4 credits)Research MethodsPrerequisites: CORE-GP 1011 andPADM-GP 2902. (PADM-GP 2902 may be taken concurrently.)


PHD-GP 5905 (4 credits)Qualitative Research MethodsPrerequisites: Doctoral ResearchSeminar or Permission.

PHD-GP 5906 (4 credits)Doctoral Seminar inManagement: UnderstandingOrganizations

PHD-GP 5908 (4 credits) Doctoral Seminar in PublicPolicy Analysis

PHD-GP 5910 and 5911 (2 credits, 2 credits) Doctoral Research ColloquiumPrerequisites: Permission of Instructor

NON-CREDIT COURSESNONCR-GP 102 (0 credits) Library Research Methods

NONCR-GP 103 (0 credits) Presentation Skills

NONCR-GP 104 (0 credits) Citation Methods

NONCR-GP 106 (0 credits) Time/Project Management

NONCR-GP 108 (0 credits) Composing Your Career

NONCR-GP 109 (0 credits) PowerPoint

NONCR-GP 906 (0 credits) Math Review Session

NONCR-GP 907 (0 credits) Professional Writing

NONCR-GP 909 (0 credits) Debt Structuring Workshop

NONCR-GP 931 (0 credits) SPSS Computer Module

NONCR-GP 932 (0 credits) Excel Computer Module

NONCR-GP 933 (0 credits) Excel Computer Module II

NONCR-GP 938 (0 credits) SPSS Proficiency Exam

NONCR-GP 989 (0 credits) Introduction to Governance

UNDERGRADUATECOURSESUPADM-GP 101 (4 credits)The Politics of Public Policy:City, Nation, Globe

UPADM-GP 102 (4 credits)Introduction to Public Service

UPADM-GP 103 (4 credits)Introduction to Managing PublicService Organizations

UPADM-GP 217 (4 credits)Globalizing Social Activism andthe Power of the Media

UPADM-GP 219 (4 credits)Race, Class & Gender inAmerican Cities

UPADM-GP 220 (4 credits)American PresidentialCampaigns and Elections 1960-2012

UPADM-GP 223 (4 credits)The Politics of Minority Rights

UPADM-GP 225 (4 credits)The International FinancialSystem: Can it be Regulated?

UPADM-GP 226 (4 credits)Vital Voices: Women Changingthe World

UPADM-GP 229 (4 credits)The Intersection of Politics andPublic Service

UPADM-GP 230 (4 credits)Medical Care and Health:Comparative Perspectives

UPADM-GP 232 (4 credits)Global Health: Policies, Politics,and Institutions

UPADM-GP 236 (4 credits)Topics in Health: Policy, Politics,and Power

UPADM-GP 242 (4 credits)The Business of NonprofitManagement

UPADM-GP 243 (4 credits)Brandraising: NonprofitCommunications for SocialChange

UPADM-GP 246 (4 credits)Democratizing Islam: Indonesiato Egypt in the Arab Spring

UPADM-GP 254 (4 credits)Multi-Faith Leadership in the21st Century

UPADM-GP 256 (4 credits)Contemporary Approaches toIslamic Law

UPADM-GP 258 (4 credits)Contemporary Approaches toJewish Law

UPADM-GP 263 (4 credits)Topics From Degas to Disney:Public Policy and the Arts

UPADM-GP 264 (4 credits)Understanding SocialEntrepreneurship: How toChange the World One Ventureat a Time

UPADM-GP 265 (4 credits)Social Entrepreneurs, Innovators,& Problem Solvers

UPADM-GP 266 (4 credits)Advanced SocialEntrepreneurship

UPADM-GP 269 (4 credits)How to Change the World:Advocacy Movements in theUnited States

UPADM-GP 270 (4 credits)Global Social Entrepreneurship:Field Experience

UPADM-GP 280 (4 credits)Global Politics of Green Growth

UPADM-GP 282 (4 credits)Urban Planning and Design:Past, Present and Future

UPADM-GP 420 (4 credits)Managing Global EconomicCrises: From the Great Recessionto the EuroZone

UPADM-GP 801 (2 credits) Social Entrepreneurship:Financial and Budget Strategies


Program Related Facilities

Library Services

z

The Libraries of New YorkUniversity hold collections total-ing more than 4 million volumes,almost 5 million microforms,500,000 government documents,hundreds of thousands of audioand video recordings and a widerange of electronic resources. Thecollections grow by more than140,000 volumes annually. TheDivision of Libraries consists of theElmer Holmes Bobst Library andthe Libraries of the Institute ofFine Arts, the Courant Institute ofMathematical Sciences and theReal Estate Institute. Separatelibraries support the curricula ofthe schools of Law, Medicine andDentistry.

Wagner students and faculty enjoyfull access to the NYU libraries aswell as consortium libraries.Among these, the Bobst Libraryand Study Center contains thebasic collection used by publicadministration faculty and stu-dents at Wagner.

Opened in 1973, Bobst Library islocated at the Greenwich Villagecampus and is one of the largestopen stack research libraries in thenation. The library is designed foreasy access, located in a 12-storybuilding where students are free tobrowse. The library has hundredsof study carrels interspersed amongthe open book stacks, five majorreading rooms, and two study hallsin the lower levels of the building.As many as 3,500 students maycomfortably study at Bobst at anyone time. Students can use confer-ence rooms located on severalfloors in the building for teamprojects or group study. Studentsmay also rent lockers and individ-ual study rooms.

A user-friendly computerized cata-log, known as BobCat for BobstLibrary Catalog, provides access tothe libraries’ holdings. It can besearched in any of the Universitylibraries or over the Internet.Students can also connect fromanywhere to thousands of electron-ic journals, texts, and periodicaldatabases through the library’swebsite.

The library provides an onlineresearch guide for PublicAdministration, NonprofitManagement, and UrbanPlanning. The purpose of theguide is to list for the students ofpublic administration, non-profitmanagement, and urban planninga brief selection of library resourcesprimarily available in the Business& Social Science/ DocumentsCenter, located on the 6th floor ofBobst Library. Students are alsoadvised to consult other BobstLibrary research guides, includingthose covering political science andgovernment documents for addi-tional information in related areas.

The “Wagner Virtual Library” pro-vides access to electronic resourcesavailable through Bobst Libraryon: public and nonprofit manage-ment, health services management,policy analysis, finance (public andhealth), urban planning, statisticsand data research, and governmentand international resources(including nongovernmentalorganizations). The Virtual Libraryprovides access to journals, data-bases, newspapers and researchguides for the NYU and Wagnercommunity—no matter wherethese constituents are located.

The Law Library is located at theGreenwich Village campus andcontains over 754,000 volumes

and is strong in a variety of areasincluding legal history, biography,jurisprudence and copyright, taxa-tion, criminal, labor, business, andinternational law. It includes pri-mary source materials for theUnited Nations and the EuropeanEconomic Community, and legalspecialties such as urban affairs,poverty law, and consumerism.Students may connect to the com-puterized catalog, known asJULIUS, via the Internet or viatelnet to access most of the LawLibrary’s holdings.

Wagner has a designated libraryliaison regarding public adminis-tration, and another regardingmedical and health sciences. Theliaisons provide bibliographicinstruction to graduate classes,prepare specialized research guides,and arrange appointments for spe-cialized reference services. In2006, they began participating innew student orientation sessions atthe beginning of fall and springterms to acquaint students withthe resources of the library, andhave developed and now teach aclass on evidence-based manage-ment for Wagner.

The growth of the library’s collec-tions is guided by the BobstLibrary Collection DevelopmentPolicy, a set of statements writtenby the library’s subject specialistsin consultation with faculty mem-bers. Each statement includes adiscussion of the purpose of a par-ticular collection and of the focuson the academic program(s) it sup-ports. It describes the scope of thecollection, the types of materialsincluded and excluded, and ananalysis of the collection’sstrengths and weaknesses. Thestatement also identifies otheractivity on a scale of A (basic level)

55 • P R OGRAM R E L AT E D FA C I L I T I E S


to E (intensive level). The ultimategoal of the library’s collectiondevelopment program is to ensurethat the collection grows in a way

that best supports the teachingand research programs of theUniversity. The policy statementsare not static documents but are

revised as necessary to reflectchanges in the curriculum and thecollection.

Instructional Equipment

While most students have theirown computers at home, at work,and/or a laptop, they also haveaccess to many computing facili-ties across the NYU campus.NYUNET is NYU’s campus-wide,Internet-connected network ofcomputers, computer-relatedequipment, and informationresources. It is used by Universitystudents, faculty, administrators,and staff. Underlying NYU-NETis a collection of hardware, soft-ware, operating procedures, andpolicies that define and managehow NYU-based computers con-nect to each other and to theInternet, both on- and off campus.

NYURoam is New YorkUniversity’s secure wireless net-work, available to eligible, NYU-affiliated students, faculty, staffand administrators. Access toNYURoam is currently availableat more than 100 locations on theNYU campus, including Wagner’shome, The Puck Building.

Information Technology Services’(ITS’) four large, modern computerlabs offer high-end Apple andWindows systems, along with laserprinters, DVD drives, and relatedequipment, high-speed Internetconnections, and a wide variety ofup-to-date software. All ITS stu-dent labs have assistive technologydesktop applications that arenative to the Windows andMacintosh operating systems. Fora complete list, please visit:nyu.edu/its/labs/software.html. There isno charge for use of the ITS labs.They are open to all NYU stu-dents in degree or diploma pro-grams, faculty, and staff.

In addition to the ITS comput-er labs, specialized labs offer addi-tional services. NYU’s DigitalStudio provides software for file,image, and learning managementas well as media publication anddigital authoring. The AdvancedMedia Studio provides archivalprinting, laser cutting, and rapidprototyping. ITS also offersresearch computing services tosupport grant planning, high per-formance computing, data services,advanced networking and collabo-rating, and videoconferencing andwebcasting. For additional infor-mation on ITS facilities, pleasevisit: nyu.edu/its/locations/.

At Wagner’s location in the PuckBuilding, there are six kiosk sta-tions for students to check emailand accomplish short online tasks.Additionally, there are two roomswith workstations for students touse for projects, group work,research, and papers; access toprinting facilities is also provided.As noted above, the entire Wagnerspace is connected to NYURoam,providing students, faculty, andstaff with wireless access through-out the building.

Bobst Library offers computer-based information resources as partof its reference services and main-tains a special portal for Wagnerstudents, library.nyu.edu/wagner/,focusing on academic resourcesrelated to the degree programs.These sources include full-text,bibliographic, image, and numericdatabases.

The Wagner School has a full-timestaff person devoted to providing

computer support and security.Additional assistance for desktopsupport and device coordination isavailable through university ITS.

At Wagner’s home in the PuckBuilding, there are five conferencerooms with ceiling-mounted pro-jectors for making presentations.These facilities are used by faculty,students, administrators, alumni,and guests for speaker series, com-munity meetings, panel presenta-tions, and other special events.Laptops are stored in cabinets ineach room to facilitate equipmentset-up and utilization. In the stu-dent lounge there is a flat-screenTV connected to NYU’s cable sys-tem, over which events andaddresses can be watched by thecommunity. In addition, theWagner space has four video wallson which a variety of material getsprojected, ranging from a calendarof the day’s events to a poetryseries to a loop of images in honorof Black History Month.

The Rudin Forum, Wagner’s pri-mary conference and event space,has a sophisticated sound systemfor capturing the audio of specialevents; edited podcast versions areposted on the website. Videos offaculty discussing their researchare also available on the website.

Additional audio and visual equip-ment is readily available throughthe Campus Media SupportServices office. Tapes and films aregenerally available through BobstLibrary, if not immediately avail-able on the internet.


Classrooms

Meeting Area Included in Wagner’s PuckBuilding space are facilities specif-ically for students – a studentlounge, where students mingle andstudy; two student project rooms,where student groups assemble towork on team assignments; com-puter kiosks for students to checkemail; and an office for theWagner Student Association tobase itself for student access andcoordination with other studentaffinity groups.

There are several conference roomswithin Wagner’s facilities, used bystudents, faculty, staff, and combi-nations of these community mem-bers. They are heavily utilized forprogram planning, faculty meet-ings, events, discussions, colloquia,presentations, talks, career panels,advisement, and tutoring. Facultyoffices are adjacent to these meet-ing rooms, and formal as well as

informal meetings among commu-nity members occur regularly as aresult. Other buildings withinNYU—specifically the newKimmel Center for Student Lifeand Bobst Library—provide excel-lent space for student meetings,group assembly, and special events.

Most M.P.A. courses are taught inNYU’s pool of general purposeclassrooms (GPCs). These are pri-marily in Tisch Hall, the SilverCenter, Shimkin Hall, 194 Mercer,and at 25 West 4th Street.

Wagner courses can range in sizefrom very small seminars of tenstudents to very large core coursesections of 60 students in auditori-

um-sized rooms. The Office of theRegistrar endeavors to match theclassroom with the attributes spec-ified by the professors regardingsize, seating arrangement, fixedversus moveable furniture, equip-ment requirements, etc.

All classrooms in these locationsare accessible to students with dis-abilities. Arrangements can be

made through the Henry and LucyMoses Center for Students withDisabilities to develop an accom-modation plan devised to meet thespecific requirements of individualstudents. If needed, portableaudio-visual equipment is avail-able from the Campus MediaSupport Services, which serves theentire Washington Square Campusarea.

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WASHINGTON PLACEWASHINGTON PL.

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E. 3RD STREETGREAT JONES STREETW. 3RD STREET

E. 2ND STREETBOND STREET

E. 1ST STREETBLEECKER STREET

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46 Academic Resource Center (B-2)18 Washington Place

15 Alumni Hall (C-2)33 3rd Avenue

50 Alumni Relations (B-2) 25 West 4th Street

16 Barney Building (C-2) 34 Stuyvesant Street

58 Bobst Library (B-3) 70 Washington Square South

40 Bookstore (B-2) 726 Broadway

12 Brittany Hall (B-2) 55 East 10th Street

12 Broadway Windows (B-2) 11 Bronfman Center (B-2) 7 East 10th Street

Broome Street Residence (not on map)

400 Broome Street

33 Brown Building (B-2) 29 Washington Place

25 Cantor Film Center (B-2) 36 East 8th Street

66 Card Center (C-3) 383 Lafayette Street

1 Carlyle Court (B-1) 25 Union Square West

8 Casa Italiana Zerilli-Marimò (A-1) 24 West 12th Street

35 Center for Genomics and Systems Biology (B-2)

12-16 Waverly Place

78 Coles Sports and Recreation Center (B-3) 181 Mercer Street

31 College of Arts and Science (B-2) 31 Washington Place

College of Dentistry (not on map) 345 East 24th Street

40 College of Nursing (B-2) 726 Broadway

49 Computer Bookstore (B-2) 242 Greene Street

72 Copy Central (B-3) 547 La Guardia Place

2 Coral Towers (C-1) 129 3rd Avenue

63 Courant Institute (B-3) 251 Mercer Street

67 D’Agostino Hall (A-3) 110 West 3rd Street

21 Deutsches Haus (B-2) 42 Washington Mews

46 East Building (B-2) 239 Greene Street

48 Education Building (B-2) 35 West 4th Street

20 Faculty of Arts and Science (B-2) 5 Washington Square North

13 Founders Hall (C-1) 120 East 12th Street

56 Furman Hall (A-3) 245 Sullivan Street

39 Gallatin School (B-2) 1 Washington Place

40 Global Liberal Studies (B-2) 726 Broadway

19 Glucksman Ireland House (B-2) 1 Washington Mews

47 Goddard Hall (B-2) 79 Washington Square East

61 Gould Plaza (B-3)

20 Graduate School of Arts and Science (B-2) 1/2 5th Avenue

Gramercy Green (not on map) 310 3rd Avenue

Greenwich Hotel (not on map) 636 Greenwich Street

31 Grey Art Gallery (B-2) 100 Washington Square East

43 Hayden Hall (A-2) 33 Washington Square West

Institute for the Study of the Ancient World (not on map) 15 East 84th Street

Institute of Fine Arts (not on map) 1 East 78th Street

22 Institute of French Studies (B-2) 15 Washington Mews

71 International Students and Scholars (B-3) 561 La Guardia Place

Je� rey S. Gould Welcome Center, Undergraduate Admissions Alumni Drop-in (B-3)

50 West 4th Street

60 Kaufman Management Center (B-3) 44 West 4th Street

55 Kevorkian Center (A-3) 50 Washington Square South

34 Kimball Hall (B-2) 246 Greene Street

57 Kimmel Center for University Life (B-3) 60 Washington Square South

55 King Juan Carlos I of Spain Center (A-3)

53 Washington Square South

22 La Maison Française (B-2) 16 Washington Mews

Lafayette Residence Hall (not on map) 80 Lafayette Street

40 Liberal Studies (B-2) 726 Broadway

9 Lillian Vernon Center (A-2) 58 West 10th Street

48 Loewe Theater (B-2) 35 West 4th Street

72 Mail Services (B-3) 547 La Guardia Place

74 Mercer Street Residence (B-3) 240 Mercer Street

64 Mercer Plaza (B-3)

52 Meyer Hall (B-2) 4 Washington Place

40 Moses Center for Students with Disabilities (B-2) 726 Broadway

3 NYU Card Services Annex (C-1) 125 East 13th Street

70 NYU Open House (B-3) 530 Laguardia Place

57 O� -Campus Housing (B-3) 60 Washington Square South 4 O� ce of Global Programs, Student

Services (B-1) 110 East 14th Street

4 O� ce of Special Sessions (B-1) 110 East 14th Street

3 Palladium Athletic Facility (C-1) 140 East 14th Street

3 Palladium Hall (C-1) 140 East 14th Street

38 Philosophy Building (B-2) 5 Washington Place

45 Pless Annex (B-2) 26 Washington Place

44 Pless Hall (B-2) 82 Washington Square East

53 Provincetown Playhouse (A-3) 133 MacDougal Street

52 Psychology Building (B-2) 6 Washington Place

Public Safety Administration Building (B-2) 7 Washington Place

Public Safety Central Command (B-2) 14 Washington Place

80 Puck Building (C-3) 295 Lafayette Street

40 Residential Life and Housing Services (C-3)

726 Broadway

10 Rubin Hall (B-2) 35 5th Avenue

27 Rufus D. Smith Hall (B-2) 25 Waverly Place

6 School of Continuing and Professional Studies (B-1) 7 Eash 12th Street

54 School of Law (A-3) 40 Washington Square South

59 Schwartz Plaza (B-3)

76 Second Street Residence (C-3) 1 East 2nd Street

29 Seventh Street Residence (C-2) 40 East 7th Street

60 Shimkin Hall (B-3) 50 West 4th Street

31 Silver Center for Arts and Science (B-2) 100 Washington Square East

23 Silver School of Social Work (B-2) 1 Washington Square North

57 Skirball Center for the Performing Arts (B-3)

566 LaGuardia Place

55 Skirball Department (A-3) 53 Washington Square South

45 Steinhardt School of Culture, Education, and Human Development (B-2)

82 Washington Square East

60 Stern School of Business, Graduate Program (B-3) 44 West 4th Street

62 Stern School of Business, Undergraduate College (B-3) 40 West 4th Street

40 Student Health Center (B-2) 726 Broadway

57 Student Resource Center (B-3) 60 Washington Square South

50 Student Services Center O� ces of the University Registrar, Bursar and Financial Aid (B-2)

25 West 4th Street 78 Sweat-n-Shop (Mercer) (B-3) 181 Mercer Street

3 Sweat-n-Shop (14th Street) (C-1) 140 East 14th Street 14 Third Avenue North Residence (C-1) 75 3rd Avenue

7 Thirteenth Street Residence (A-1) 47 West 13th Street

5 Tisch Center for Hospitality, Tourism, and Sports Management (B-1) 838 Broadway

62 Tisch Hall (B-3) 40 West 4th Street

37 Tisch School of the Arts (B-2) 721 Broadway

34 Torch Club (B-2) 18 Waverly Place

60 Undergraduate Admissions (B-3) 50 West 4th Street

4 University Hall (B-1) 110 East 14th Street

54 Vanderbilt Hall (A-3) 40 Washington Square South

80 Wagner Graduate School of Public Service (C-3)

295 Lafayette Street

63 Warren Weaver Hall (B-3) 251 Mercer Street

3 Wasserman Center for Career Development (C-1)

140 East 14th Street

47 Washington Square East Galleries (B-2)

80 Washington Square East

73 Washington Square Village (B-3) 1-4 Washington Square Village

44 Washington Square Windows (B-2)

32 Waverly Building (B-2) 24 Waverly Place

26 Weinstein Hall (B-2) 11 University Place

53 Wilf Hall (A-3) 139 MacDougal Street

28 10 Astor Place (B-2)

75 665 Broadway (B-3)



42 20 Cooper Square (C-2)

65 14 East 4th Street (B-3)

66 383 Lafayette Street (C-3)

41 411 Lafayette Street (C-2)

68 130 MacDougal Street (A-3)

80 194-196 Mercer Street (B-3)

35 285 Mercer Street (B-2)

39 111-113 2nd Avenue (C-2)

69 230 Sullivan Street (A-3)

24 19 University Place (B-2)

51 10 Washington Place (B-2)

18 19 Washington Square North (NYUAD) (A-2)

17 22 Washington Square North (A-2)

50 25 West 4th Street (B-2)

51 19 West 4th Street (B-2)

Last Updated, January 2011 (c) New York University

36

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HEGIS Code† Degree

DEGREE PROGRAMS

Master of Public Administration Program in Public and Nonprofit Management and Policy 2102 M.P.A.

Master of Public Administration Program in Health Policy and Management 1202 M.P.A.

Master of Urban Planning 0206 M.U.P.

Master of Public Administration Executive Program 2102 M.P.A.

Ph.D. Program in Public Administration 2102 Ph.D.

ADVANCED PROFESSIONAL CERTIFICATE PROGRAMS

Program in Public and Nonprofit Management and Policy 2102 Adv. Cert.

Management for Public and Nonprofit Organizations

Financial Management and Public Finance

Quantitative Analysis and Computer Applications

Public Policy Analysis

Urban Public Policy

Human Resources Management

Program in Urban Policy and Planning 0206 Adv. Cert.

Quantitative Analysis and Computer Applications for Policy and Planning

Housing

Public Economics

Urban Public Policy

Health Policy and Management: Health Services Management 1202 Adv. Cert.

Health Policy and Management: Health Financial Management 1202 Adv. Cert.

Health Policy and Management: Health Policy Analysis 1202 Adv. Cert.

Degree and Certificate ProgramsAs Registered

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60 • D E G R E E A ND C E RT I F I C AT E P R OGRAM S A S R E G I S T E R E D

HEGIS Code† Degree

DUAL-DEGREE PROGRAMS

B.A./M.P.A. Program (with College of Arts and Science) no code

B.A./M.U.P. Program (with College of Arts and Science) no code*

B.A./M.P.A. Program (with Gallatin School of Individualized Study) 4901/2102

J.D./M.U.P. Program (with School of Law) 1401/0206

J.D./M.P.A. Program (with School of Law) 1401/2102

M.D./M.P.A. Program (with School of Medicine) 1206/1202

M.S.W./ M.P.A. Executive Program (with Silver School of Social Work) 2104/0506

M.B.A./M.P.A. Program in Public and Nonprofit Management and Policy (with Stern School of Business) 0502/2102

M.B.A./M.P.A. Program in Health Policy and Management (with Stern School of Business) 0502/1202

M.A./M.P.A. Program in Hebrew and Judaic Studies (with Skirball Department of Hebrew and Judaic Studies in the Graduate School of Arts and Science) 1111/2102

M.P.H. (Global Health Leadership concentration)/M.P.A. (with Global Institute for Public Health) 1202/1214

JOINT-DEGREE PROGRAMS

M.P.A, Executive Program in Global Public Policy and Management(with University College London) 34053/2102

*Registered with the B.A.’s in economics, international relations, metropolitan studies, politics, sociology, and urban design and architecture studies

†HEGIS: Higher Education General Information Survey.

61 • D E G R E E A ND C E RT I F I C AT E P R OGRAM S A S R E G I S T E R E D

New York UniversityRobert F. Wagner Graduate School of Public Service295 Lafayette StreetNew York, NY 10012-9604