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INTERNATIONAL AFFAIRS PROGRAMS
Carleton Paterson
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Toronto Munk
NYU Wagner MPA with Int Spec'n
Rutgers (Bloustein)

 

MPP and MPA Programs

New York University, Robert F. Wagner Graduate School of Public Service (NYU Wagner) - MPA

Program Comparison Highlights

Institutional Structure: The Robert F. Wagner Graduate School of Public Service is led by a dean and is one of NYU's 16 "Schools and Colleges" along with the School of Law, School of Medicine, and the like .

Curriculum Design: The Wagner School offers a two-year, 15-course, full-time MPA in Public and Nonprofit Management and Policy with four specializations: Management, Public Policy, Finance and Finance, International Policy and Management, Management for Public and Nonprofit Organizations, and Policy Analysis. There are 5 core required courses and then further required courses for each specialization. For the Public Policy specialization, there are 5 required courses in addition to the 5 core courses and 5 electives. No thesis or internship is required. Our PEACO calculations below suggest that typical Wagner MPA students take about 73% of their course work in Analysis/Context/Policies subjects and 27% in Skills/Institutions/Management subjects. Typical students in the Policy Specialization take about 36% of their course work in subjects with high math/economics content, while the number for those in the International Specialization is around 22%. This places the Columbia MPA in the "medium course requirement, analysis/context/policy oriented, higher math/economics content" curricular type, along with such programs as the Wisconsin MPA, the Syracuse MPA and the Carleton MAPA. MPP and the Harvard MPP (see MPP/MPA Curricular Types). Among peers in its curricular type, the Wagner MPA has as a very high number of courses and a high proportion of courses taught within the school. The International Specialization MPA has substantially more emphasis than the Policy Specialization MPA on "quintessential international affairs" subjects matter (24% vs. 4 %) and substantially less on the "quintessential public affairs" subjects (25% vs. 45%).

Professional Program Features: Wagner's Office of Career Services offers Advisement services, career events, how to guides, online resources, and WAG-NET, where "students and alumni can contact Wagner graduates (and working students) who have volunteered to share career tips and advice. Wag-Net advisors can offer insights on industry trends, organizational culture and hiring patterns among many other career topics," at http://wagner.nyu.edu/careers/network. accessed 9 March 2015. Wagner has the following centers, institutes and initiatives (see http://wagner.nyu.edu/centers): Financial Access Initiative; The Furman Center for Real Estate & Urban Policy; Institute for Civil Infrastructure Systems; Institute for Education and Social Policy; John Brademas Center for the Study of Congress; Center for Global Public Service and Social Impact; Research Center for Leadership in Action; Rudin Center for Transportation Policy & Management; The Governance Lab; Innovation Labs; and M.L. Berman Jewish Policy Archive.

Program Summary

Website: http://wagner.nyu.edu/mpa  

University: New York University

Location: New York City, New York, United States

Degree: MPA in Public and Nonprofit Management and Policy

Marketing Approach: "Ranked #6 in Public Affairs by U.S. News and World Report ... Today's world of public service is flexible and fluid, with change as the only constant. To succeed, professionals need a broad and transferable education. The Master of Public Administration in Public and Nonprofit Management and Policy at NYU Wagner crosses traditional boundaries. Our students learn a set of frameworks and analytics that will serve them in the many roles, organizations and sectors their careers will span." "We have explicitly embraced the blurring of roles and sectors in the professional world in our approach to professional education for service. We focus on a set of frames and analytics that students can use in the multitude of roles, organizations and sectors that their careers will entail." (At http://wagner.nyu.edu/mpa, accessed 30 January 2014.)

Degrees Awarded per Year: 180. This is an order of magnitude estimate based on the report on 2014 MPA/MUP Employment Statistics (at http://wagner.nyu.edu/careers/stats, accessed 19 May 2015) which states that 320 responses is an 89.5% response rate implying 359 graduates from the MPA-PNP, MPA-Health and MUP. The number 180 is based on the assumption that half of the graduates are MPA-PNP. 

Academic Unit within University: Robert F. Wagner Graduate School of Public Service is led by a dean and is one of NYU's 16 "Schools and Colleges" along with the School of Law, School of Medicine, and the like. 

Posted Tuition: $40,594 per year for 2015-16, plus $2,170 medical insurance, at http://wagner.nyu.edu/admissions/financialaid, accessed 17 May 2015.

Concentration/Curriculum Overview: The Public and Nonprofit Management and Policy Program prepares students to work as policy analysts, financial analysts, and public and nonprofit administrators in diverse public, domestic and global service settings such as local, state, and federal government, nonprofit organizations and foundations, international NGOs and agencies, and private-sector firms working with public-sector organizations. Students choose an area of specialization in which to concentrate their studies. Each specialization requires a specified set of advanced courses, along with the Capstone course. Students are then free to select other Wagner and relevant New York University graduate courses as electives to enhance their program. There are four program specializations: Finance; International Policy and Management; Management for Public and Nonprofit Organizations; and Public Policy Analysis.

Degree Requirements

Summary: 15 one-semester course equivalents are required for graduation. Students must complete 1) five Schoolwide Core Courses, 2) meet requirements of a Program Specialization (Management, Policy, Finance, or International), 3) choose elective courses, 4) complete Capstone Project, 5) demonstrate Computer Proficiency, and 6) meet the Professional Experience Requirement (students with two years or less of relevant work experience only)

Duration: 2 years (four semesters of full-time study).

Number of One-Semester-Equivalent Courses Required for Completion: 15

Number of Required Courses: 10 
Note 2: There are 5 courses regardless of the specialization and a number of required courses varies depending on specialization. For purposes of the PEACO comparisons, we have listed the required courses for the Policy specialization, including PADM-GP 2874 which students "are generally expected to take ... to complete the specialization," as well as for the International specialization.  (
At http://wagner.nyu.edu/mpa/spec_policy accessed 11 December 2013.)

Number of Electives Typically Taken (difference between above two entries): 5

Number of Electives Offered within Program: 160   Note 3: The program also provides access to courses and research facilities available in many other graduate departments, centres and institutes across the University.

Comprehensive Examination: No

Thesis Required: No

Internship Required: No

International Study Required: No

Co-curricular Activities Supportive to Degree

Professional Development and Career Support: Career Advisement http://wagner.nyu.edu/careers/advisement

Student-run Journal: No

Applied Projects: No

Pro Bono Consulting: No

Courses Offered: The full list of 2013-2014 NYU Wagner courses is found at http://wagner.nyu.edu/courses/listings and course syllabi can be found here http://wagner.nyu.edu/syllabus/search. Students can also select graduate-level courses offered by other units at NYU. The courses offered by NYU Wagner have been assigned to Atlas subjects in the map below. Required courses for the Public Policy Analysis Specialization (see Note 2 above) are indicated by (R). Courses used by the Atlas as Illustrative Courses are marked with an asterisk (*).

Instructional Distribution (PEACO Profile): The table below indicates the distribution of instruction offered, based on the course assignments to subjects in the Course Map below, weighted by estimated enrolment determined by the PEACO Algorithm, for two of the specializations: Policy and International.

 

NYU

NYU

MPA-Pol

MPA-Int

Curricular Type Parameters

Number of Courses Required for Graduation

15.0

15.0

Math-Economics Subjects (EA, QM, Macro, Fin Markets)

34.5%

22.1%

Policy-Oriented Subjects

68.5%

73.0%

Management-Oriented Subjects

31.5%

27.0%

Enrolment-Adjusted Course Distribution

Analysis and Skill Subjects

56.1%

36.3%

  - Policy and Management Analysis

9.9%

1.6%

  - Economic Analysis

13.3%

13.3%

 

  - Quantitative  and Analytic Methods

22.2%

9.9%

  - Leadership and Communication Skills

10.7%

11.5%

Institutions and Context Subjects

4.3%

11.5%

  - Democratic Institutions and Policy Process

1.5%

1.8%

  - Ethics, Rights and Accountability

0.8%

1.0%

  - Socioeconomic, Political, and Global Contexts

2.0%

8.8%

Management Function Subjects

20.8%

22.2%

  - Public Financial Management

9.6%

1.0%

  - Evaluation and Performance Measurement

7.2%

10.2%

  - Other Management Functions

3.9%

11.0%

Policy Sector Subjects

18.8%

30.0%

  - Macroeconomic Policy

0.3%

0.3%

  - International Development

2.0%

15.1%

  - Health

5.4%

3.9%

  - Other Policy Sectors

11.2%

10.8%

                              Total

100%

100%

Competency Gap Analysis (in Course-Weeks of Instruction)

Course-Weeks in Core Subjects taken by Typical Student

144

134

Surplus or Shortfall Relative to Core Competency Requirement

  - Policy and Management Analysis (CCR = 18 course-weeks)

0

-15

  - Economic Analysis (CCR = 12)

12

12

  - Quantitative Methods (CCR = 12)

25

3

  - Analytic Methods (CCR = 6)

-3

-3

  - Leadership Skills (CCR = 9)

9

11

  - Communication Skills (CCR = 3 courses)

-2

-2

  - Democratic Institutions and Policy Process (CCR = 18)

-15

-15

  - Ethics, Rights and Accountability (CCR = 6 courses)

-5

-4

  - Socioeconomic and Political Context (CCR = 6)

-5

-5

  - Global Context (CCR = 3)

0

12

  - Public Financial Management (CCR = 6)

11

-4

  - Evaluation and Performance Measurement (CCR = 6)

7

12

  - Human Resource Management (CCR = 3)

-1

10

  - Information and Technology Management (CCR = 3)

-2

0

  - Macroeconomic Policy (CCR = 6)

-6

-5

  - Environment and Sustainability (CCR = 3)

-2

9

Subject-Matter Shortfall for Typical Student (Sum of Shortfalls)

-40

-54

Additional Parameters

Total Courses Listed

134

134

Courses Designated as Required (inc. Specialization Reqs)

10.0

9.0

Archetypal Public Affairs Subjects (P&MA, EA, QM, DI&PP)

45.4%

24.8%

Archetypal International Affairs Subjects (GC, ID, DS&FR)

3.6%

24.0%

Courses Required and Offered

Courses Required to Graduate

15

15

Required Courses

10

9

Elective Courses Taken by Typical Student

5

6

Elective Courses Listed

124

125

Enrolment Weight of Elective Course

0.04

0.05

Total Courses Listed

134

134

  

Source: At http://wagner.nyu.edu/mpa/reqs; http://wagner.nyu.edu/mpa; http://wagner.nyu.edu/admissions/financialaidhttp://wagner.nyu.edu/courses/listings (accessed 3 November 2013).

Course Outlines and Syllabi Online: NYU Wagner is one of a minority of institutions, along with Harvard and a handful of Canadian schools, that systematically makes the majority of syllabi available on its public website.

Page Created By: Matthew Seddon on 3 November 2013; last updated by Ian Clark on 9 March 2015. Updating and editing may consist of substantive and/or formatting changes. Unless otherwise noted, however, information regarding a program's structure, curricular offerings and PEACO score is based on the program as it was on the date of page creation. The content presented on this page, except for the assignments of courses to Atlas subjects, the Instructional Distribution analysis, and the Commentary is drawn directly from the source(s) cited above, and consists of direct quotations or close paraphrases.

NYU Wagner Course Map
 C o u r s e s  O f f e r e d  l i s t e d  b y  P u b l i c  P o l i c y  a n d  M a n a g e m e n t  S u b j e c t
 

Analysis and Skills

 Policy and Management Analysis

  CORE-GP.1022 - Introduction to Public Policy (R)
  PADM-GP.2110 - Strategic Management
  PADM-GP.2211 - Program Development Management International Organizations
  PADM-GP.2411 - Policy Formation Policy Analysis (R/3 for Policy Specialization)
  PADM-GP.4135 - Nonprofit Governance (0.5)
  PADM-GP.4113 - Evidence-Based Management (0.5)

 Economic Analysis

  CORE-GP.1018 - Microeconomics for Public Management, Planning, and Policy Analysis (R)
  PADM-GP.2140 - Public Economics Finance (R)

 Quantitative Methods

  CORE-GP.1011 - Statistical Methods for Public, Nonprofit, and Health Management (R)
  PADM-GP.2172 - Advanced Empirical Methods Policy Analysis
  PADM-GP.2875 - Estimating Impacts in Policy Research (R for Policy Specialization)
  PADM-GP.2902 - Multiple Regression and Introduction to Econometrics (R for Policy Specialization)
  PADM-GP.4114 - Surveys Interviews: A Laboratory Techniques Sampling, Designing, Conducting, Analyzing Surveys Interviews (0.5)
  PHD-GP.5902 - Research Methods

 Analytic Methods

  PADM-GP.2131 - Organizational Managerial Development
  PADM-GP.2132 - Organizational Design and Social Change
  PADM-GP.2145 - Design Thinking: A Creative Approach Problem Solving Creating Impact
  PADM-GP.4110 - Project Management (0.5)
  URPL-GP.2690 - Advanced Geographic Information Systems (GIS) Data Management
  HPAM-GP.2825 - Continuous Quality Improvement

 Leadership Skills

  CORE-GP.1020 - Managing Public Service Organizations (MPSO) (R)
  EXEC-GP.1194 - Exec MPA Seminar: Strategic Leadership Public Service Organizations
  EXEC-GP.3190 - Exec. MPA Seminar: Leadership Confronted
  PADM-GP.1901 - Reflective Practice: Learning Work
  PADM-GP.2126 - Leading Values-Based Culture Nonprofit Organizations
  PADM-GP.2186 - Leadership Social Transformation
  PADM-GP.2196 - Public Leadership Moral Courage
  PADM-GP.2407 - Advocacy Lab: How Make Change Happen
  PADM-GP.4146 - Large Scale Change: Processes and Techniques for Public and Private Settings
  PADM-GP.2106 - Community Organizing
  PADM-GP.2225 - Organizing Human Rights Change
  PADM-GP.4101 - Conflict Management and Negotiation (0.5)
  PADM-GP.4112 - Building Effective Teams (0.5)
  PADM-GP.4108 - Advanced Negotiation and Mediation Skills for Managers (0.5)
  PADM-GP.2116 - Developing Management Skills

 Communication Skills

  PADM-GP.2119 - Marketing for Nonprofit Organizations
  PADM-GP.4131 - Fund-Raising for Public Nonprofit Organizations (0.5)
  PADM-GP.4137 - Strategic Communications for Nonprofit Public Managers (0.5)

Institutions and Context

 Democratic Institutions and Policy Process

  PADM-GP.2109 - The Legal Context for Policy and Public Management
  PADM-GP.2178 - Power and Influence in Organizations and Politics
  PADM-GP.2430 - Multi-Sector Partnerships: A Comparative Perspective
  PADM-GP.4116 - Participatory Policymaking: Co-Production of Knowledge in Nonprofits in Communities of Color (0.5)
  PADM-GP.4132 - Governance of Public/Private Finance: Policy, Law & Business (0.5)
  PADM-GP.2425 - Government 3.0: Rethinking Governance for the 21st Century
  PADM-GP.4420 - Current Debates U.S. National Food Politics/Policy (0.5)

 Social and Political Context

  PADM-GP.2445 - Poverty, Inequality, Policy
  URPL-GP.4622 - Wealth and Inequality: Asset Development and Poverty Reduction Policies in the U.S. (0.5)
  PADM-GP.4444 - LGBT Issues in Public Policy (0.5)

 Ethics, Rights and Accountability

  HPAM-GP.4852 - Ethical Issues Healthcare Management (0.5)
  HPAM-GP.4853 - Healthcare Law Ethics (0.5)
  PADM-GP.4152 - Ethical Issues Public Service (0.5)
  PADM-GP.4217 - NGO Accountability: Human Rights Organizations (0.5)
  PADM-GP.2223 - The International Human Rights Movement: Past, Present, Future

 Intergovernmental and Global Context

  PADM-GP.2201 - Institutions, Governance, International Development (R for International Specialization)
  PADM-GP.2210 - International Organizations Management: The UN System
  PADM-GP.2215 - Globalization and its Impact on the State
  PADM-GP.2216 - International Organizations: NGOs
  PADM-GP.2224 - Human Rights, Democracy and Transitional Justice
  PADM-GP.4105 - Cross-Cultural Negotiation, Inter-Group Conflict Resolution, Role NGOs (0.5)

Management Functions

 Public Financial Management

  CORE-GP.1021 - Financial Management for Public, Nonprofit, and Health Organizations (R)
  PADM-GP.2142 - Financial Management for Nonprofit Organizations
  PADM-GP.2143 - Government Budgeting
  PADM-GP.2144 - Debt Financing Management Public Organizations
  PADM-GP.2242 - Financial Management International Organizations
  PADM-GP.4121 - Governmental Financial Condition Analysis (0.5)
  PADM-GP.4128 - Financial Statement Analysis for Healthcare and Not-for-Profit Organizations
  PADM-GP.4130 - Fundamentals of Accounting
  PADM-GP.4132 - Governance Public/Private Finance: Policy, Law & Business
  PADM-GP.4138 - Financial Accounting Government, Not-for-Profit, Health Organizations (0.5)
  PADM-GP.4139 - Investment Management for Public and Nonprofit Organizations (0.5)
  PADM-GP.4142 - Tools Managing Nonprofits: Compliance, Internal Controls Ethics (0.5)
  HPAM-GP.2855 - Budgeting for Health Professionals
  HPAM-GP.4840 - Financial Management Health Care Orgs - I: Financial Management Budgeting (0.5)
  HPAM-GP.4841 - Financial Management Health Care Orgs - II: Capital Financing Advanced Issues (0.5)

 Evaluation and Performance Measurement

 
PADM-GP.2170 - Performance Measurement Management Public, Nonprofit, Health Care Organizations
 
PADM-GP.2171 - Program Analysis and Evaluation (R)
 
PADM-GP.4122 - Cost Effectiveness in Nonprofit and Public Sectors (0.5)
 
PADM-GP.4153 - Nonprofit Sector Analysis Evolution; The LGBT Case (0.5)

 Human Resource Management

  HPAM-GP.4835 - Principles Human Resources Management Health Care Organizations (0.5)
  HPAM-GP.4836 - Issues in Human Resources Management in Health Care Organizations (0.5)
  PADM-GP.2112 - Women and Men in the Workplace
  PADM-GP.2129 - Race, Identity and Inclusion in Organizations
  PADM-GP.2135 - Developing Human Resources
  PADM-GP.4120 - Labor Management Cooperation (0.5)

 Information Management and Technology

  HPAM-GP.4822 - Healthcare Information Technology: Public Policy and Management (0.5)
  HPAM-GP.4823 - Healthcare Information Technology for Managers (0.5)
  PADM-GP.4117 - Information Systems in Public and Nonprofit Organizations (0.5)
  PADM-GP.4150 - Leveraging I.T. Performance Management (0.5)*
  PADM-GP.4340 - Digital Innovation Lab (0.5)

 Program and Service Delivery

  HPAM-GP.2845 - Advanced Health Care Payment Systems
  URPL-GP.2645 - Planning for Emergencies and Disasters
  PADM-GP.4111 - Managing Service Delivery (0.5)

 Regulation and Compliance

  PADM-GP.2107 - Nonprofit Law
  PADM-GP.2236 - Protecting Rights Promoting Development: Labor Environmental Standards Global Economy

 Nonprofit Management and Advocacy

  PADM-GP.2125 - Foundations Nonprofit Management
  PADM-GP.2413 - Philanthropy and Public Policy*
  PADM-GP.4134 - Managing Corporate Partnerships Social Responsibility (0.5)
  PADM-GP.4135 - Nonproft Governance (0.5)

Policy Sectors

 Macroeconomic Policy

  PADM-GP.2138 - Macroeconomics, Global Markets, Policy

 International Development

  PADM-GP.2202 - Politics International Development (R for International Specialization)
  PADM-GP.2203 - International Economic Development: Governments, Markets, Communities (R for International Development)
  PADM-GP.2204 - Development Assistance, Accountability Aid Effectiveness
  PADM-GP.2226 - Innovative Leadership Human Development: The UN MDGs
  PADM-GP.2245 - Financing Local Government Developing Countries
  PADM-GP.4250 - Hunger Food Security a Global Perspective (0.5)
  URPL-GP.2652 - International Development Project Planning
  URPL-GP.2665 - Decentralized Development Planning Policy Reform Developing Countries

 Social Policy and Welfare

 Health

  HPAM-GP.1830 - Introduction Health Policy Management
  HPAM-GP.1831 - Introduction Global Health Policy
  HPAM-GP.2242 - International Health Policy Prospects (Geneva, Switzerland)
  HPAM-GP.2836 - Current Issues Health Policy (R/3)
  HPAM-GP.2852 - Comparative Health Systems
  HPAM-GP.2867 - Health System Reform: Comparative Perspectives
  HPAM-GP.2848 - The Business Healthcare
  HPAM-GP.4860 - Topics Health Policy: The Affordable Care Act (0.5)
  HPAM-GP.4832 - Health Economics: Topics International Health Policy (0.5)
  HPAM-GP.4830 - Health Economics: Principles (0.5)
  HPAM-GP.4831 - Health Economics: Topics Domestic Health Policy (0.5)
  HPAM-GP.4821 - Locating the Evidence for Health Management (0.5)
  HPAM-GP.4833 - Health Care Management I: Control Organizational Design (0.5)
  HPAM-GP.4834 - Health Care Management II: Adaptation Professional Manager (0.5)
  HPAM-GP.2244 - Global Health Governance Management
  HPAM-GP.4844 - The Realities Faculty Practice Management (0.5)

 Education

  PADM-GP.2441 - The Economics Education: Policy Finance
  PADM-GP.2486 - Law for the Education Policymaker
  PADM-GP.4440 - Education and Social Policy (0.5)

 Employment, Labour and Immigration

 Cities, Urban and Regional Development

  PADM-GP.2414 - Public Policy Metropolitan Regions
  PADM-GP.2443 - Financing Urban Government
  PADM-GP.4619 - The Arts Artist in Urban Revitalization (0.5)
  URPL-GP.2251 - Urbanization Sustainable Development a Transitional Economy: Experiencing China (Shanghai, China)
  URPL-GP.2415 - Public Policy Planning New York (R/3)
  URPL-GP.2452 - Transformation Urban Economy: Case Studies
  URPL-GP.2612 - Adapting Physical City: Innovations Energy, Transportation Water
  URPL-GP.2613 - Sustainable Cities a Comparative Perspective
  URPL-GP.2616 - Colloquium Law, Politics, Economics Urban Affairs
  URPL-GP.2639 - Real Estate Finance
  URPL-GP.2615 - Environment Urban Dynamics
  URPL-GP.2660 - History and Theory of Planning
  URPL-GP.2670 - Land Use, Housing Community Development Seminar
  URPL-GP.2680 - Advanced Urban Physical Design
  URPL-GP.4611 - Intelligent Cities: Technology, Policy Planning (0.5)
  URPL-GP.4620 - Race and Class in American Cities (0.5)
  URPL-GP.4622 - Wealth Inequality: Asset Development Poverty Reduction Policies U.S. (0.5)
  URPL-GP.4632 - Planning Healthy Neighborhoods (0.5)
  URPL-GP.4635 - Select Topics Community Equity Wealth Building (0.5)
  URPL-GP.4636 - Special Topics Housing: Informal Settlements (0.5)
  URPL-GP.4638 - Housing Community Development Policy (0.5)
  URPL-GP.4639 - Building Green Housing Sustainable Communities (0.5)
  URPL-GP.4670 - Urban Innovations Latin America (0.5)
  URPL-GP.4680 - Advanced Urban Design: Developing Legacy London Olympics; Urban Design Accretion (0.5)
  URPL-GP.2608 - Urban Economics
  PADM-GP.2146 - Topics in Municipal Finance

 Environment and Sustainability

  PADM-GP.2472 - Environmental Economics
  URPL-GP.2610 - Environmental Impact Assessment: Process Procedures
  URPL-GP.2666 - Water Sourcing Climate Change

 Agriculture and Resources

 Science, Technology and Innovation

  PADM-GP.2310 - Understanding Social Entrepreneurship
  PADM-GP.4189 - Capital Acquisition and Sustainability in Social Entrepreneurship (0.5)

 Industry, Trade and Investment

 Energy, Transport and Infrastructure

  URPL-GP.2470 - Transportation Policy
  URPL-GP.2612 - Adapting Physical City: Innovations Energy, Transportation Water
  URPL-GP.4630 - Leveraging Transportation Planning Social Policy (0.5)

 Defence, Security and Foreign Relations

  PADM-GP.4224 - The United States World: Foreign Policy 2012 Elections (0.5)

 Policing and Justice Administration

  PADM-GP.4401 - Community Issues Criminal Justice (0.5)*
  PADM-GP.4402 - Juvenile Justice Issues: New York's Response Juvenile Crime Delinquency (0.5)

 Arts and Culture

  PADM-GP.2446 - Public Policy in the Arts*

 Financial Markets

  PADM-GP.2147 - Corporate Finance Public Policy*

Important Notices
© University of Toronto 2008
School of Public Policy and Governance