NYU Wagner

… one of the four Reference Programs on the Atlas

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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 for Public and Nonprofit Organizations; Public Policy Analysis; Financial Management and Public Finance; and International Policy and Management. 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 policy-oriented subjects and 27% in management-oriented 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 NYU MPA in the “medium course requirement, policy-oriented, higher math-economics content” curricular type, along with such programs as the Wisconsin MPA, the Syracuse MPA and the Carleton MAPA (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 #11 nationally 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.” (At http://wagner.nyu.edu/mpa, accessed 4 June 2016.)

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: 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.

Related Academic Units and Degrees: In addition to the MPA in Public and Nonprofit Management and Policy, the Wagner School offers: MPA in Health Policy and Management (http://wagner.nyu.edu/health); Master of Urban Planning (http://wagner.nyu.edu/urbanplanning); a Doctoral Program (http://wagner.nyu.edu/doctoral); and three Executive MPAs (EMPA for public service leaders (including a Saturday option); EMPA for global policy leaders (through a joint-degree program with University College London); EMPA for nurse leaders).

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..

MPA Degree Requirements

Summary: 15 one-semester course equivalents are required for graduation. Students must complete 1) five School-wide 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 terms of full-time study).

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

Number of Required Courses: 10

Note 1: 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 2: 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, but option available

International Study Required: No

Co-curricular Activities Supportive to Degree

Professional Development and Career Support: See 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 current NYU Wagner courses is found at http://wagner.nyu.edu/courses/listings and course syllabi can be found on that site and at 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 1 above) are indicated by (R).

Course Material Online: All the syllabi noted above are online at http://wagner.nyu.edu/syllabus/search (accessed 4 June 2016).

Course Map for NYU Wagner MPA

(R indicates required course for the Policy specialization)

and Skills

Policy Analysis and Process

CORE-GP.1022 – Introduction to Public Policy (R)

PADM-GP.2411 – Policy Formation Policy Analysis (R/3 for Policy Specialization)

PADM-GP.4113 – Evidence-Based Management (0.5)

Implementation and Delivery

CORE-GP.1020 – Managing Public Service Organizations (MPSO) (R)

PADM-GP.2110 – Strategic Management

PADM-GP.2211 – Program Development Management International Organizations

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.4111 – Managing Service Delivery (0.5)

URPL-GP.2645 – Planning for Emergencies and Disasters

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.4110 – Project Management (0.5)

URPL-GP.2690 – Advanced Geographic Information Systems (GIS) Data Management

HPAM-GP.2825 – Continuous Quality Improvement  

Leadership Skills

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.4105 – Cross-Cultural Negotiation, Inter-Group Conflict Resolution, Role NGOs (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)

Multiple Subjects

Capstone Courses, etc.

and Context

Governance and Institutions

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

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

PADM-GP.2224 – Human Rights, Democracy and Transitional Justice

Socioeconomic 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) 

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




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)

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 and Technology Management

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)

Regulatory Policy and Management
Local Government Management

PA891 State and Local Government Finance

Nonprofit Management and Advocacy

PADM-GP.2107 – Nonprofit Law

PADM-GP.2125 – Foundations Nonprofit Management

PADM-GP.2236 – Protecting Rights Promoting Development: Labor Environmental Standards Global Economy

PADM-GP.2413 – Philanthropy and Public Policy

PADM-GP.4134 – Managing Corporate Partnerships Social Responsibility (0.5)

PADM-GP.4135 – Nonprofit Governance (0.5)

PADM-GP.4122 – Cost Effectiveness in Nonprofit and Public Sectors (0.5)

PADM-GP.4153 – Nonprofit Sector Analysis Evolution; The LGBT Case (0.5)




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 

Public Finance and Social Policy 

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.2845 – Advanced Health Care Payment Systems

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)


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

PADM-GP.4420 – Current Debates U.S. National Food Politics/Policy (0.5)

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

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.


Source: At http://wagner.nyu.edu/mpa and related sites (accessed when dated and 4 June 2016).

Page created by: Ian Clark, last updated 5 June 2016.