MFL SPECIALIZATION COURSES (prelim.)
FALL 2013:
Principles of Public Budgeting and Financial Management (PUAF 670): Credits: 3.
Prerequisites: PUAF640 is encouraged, but not required. NOTE: this “core” course is not
actually an MFL specialization course. While most MPP students take it as an elective, it
is a core course that is required of all students in the MFL specialization. This course
covers how governments raise, spend, borrow, and manage public funds. It reviews
federal, state, and local budget processes and introduces analytical techniques including
basic spreadsheet skills, evaluating alternative revenue sources, revenue and expenditure
forecasting, cost allocation, capital budgeting, cost-benefit analysis, discounting and
present value, bond analysis, cash management and intergovernmental finance. Faculty:
T St.Clair
Networks: Leading and Managing Across Sectors (PUAF698W): Credits: 3.
Prerequisites: PUAF711. This course views the concept of cross-sector governance
and provides both theoretical understanding and practical grounding. It focuses on the roles and
relationships of institutions in each of these sectors in pursuing public purposes such as
emergency management, economic development, environmental protection, transportation,
education, and human investment. Faculty: E Duke
Leadership Principles and Practices (PUAF 692): Credits: 3. Prerequisites: none. This
course focuses on developing the concepts and skills needed to effectively lead teams and
manage people in organizations. It is premised on the fact that understanding both
leadership principles and practices enhances good administrative practice. The course
provides a multi-disciplinary and comparative overview of leadership, emphasizing how
understanding group and organizational life is a critical leadership competency. At every
turn, theory is tied to practice -- to the exploration and development of skills, tactics, and
strategies most commonly associated with effective leadership and management. The
class is highly experiential and employs structured team exercises and both domestic and
international case studies. Faculty: K Apfel
Managing Differences (Resolving Conflict & Negotiating Agreements) (PUAF752):
Credits: 3. Prerequisites: none. This course is designed to enhance the student's
negotiation and leadership skills for managing differences between individuals and
groups. The course uses the conceptual framework of "interest-based negotiation"
developed by Roger Fisher and his colleagues at the Harvard Negotiation Program, an
approach that is now used extensively in professional schools of public policy, law,
business, and planning. The students will study the nature of conflict and examine
negotiation frameworks for handling two and multiparty situations. The course is
experiential, involving students in class skill building negotiation exercises with a
culminating exercise based on a major current national or international conflict. Faculty:
C Field
Analysis of Fiscal Conditions (PUAF 712): Credits: 3. Prerequisites: none. The course
introduces students to information and methods used to analyze the financial condition of
state and local governments. It offers a framework for analysis of government revenues,
expenditures, debt, pensions, and internal resources. Faculty: M Brown.
State and Local Government Budgeting (PUAF 716): Credit: 3. Prerequisites: none.
The course assesses how capital and operating budgets are developed, legislatively
reviewed, adopted, administered and evaluated. It emphasizes how community dynamics,
demography, fiscal conditions and politics shape budgets and state and local revenue
forecasting; and the implications of governmental reinvention for budgeting. The course
relies on original source materials and budget documents from state and local
governments. Faculty: M Brown
Contemporary Theory and Practice in Budgeting: Credits: 3. Prerequisites: PUAF670
is recommended. This course provides a comparative perspective on budgeting, including
aspects of U.S. budgeting. The course will concentrate on recent innovations and issues
in budgeting around the world, such as fiscal rules and sustainability, performance
budgeting and management, accrual accounting and budgeting, medium term
frameworks, inter-generational budgeting, budgeting for economic crisis, and the
changing role of national legislatures. The special circumstances of budgeting in lowincome countries will also be examined. Note: this course will not be offered in
academic year 2013-4, but may be offered in AY 2014-5. Faculty: A Schick
Theory, Practice, and New Paradigms in Nonprofit Fundraising (PUAF 689Y):
Credits: 3. Prerequisites: students are encouraged to have taken or be currently
enrolled in PUAF711 or Nonprofit Management and Leadership. This course,
stemming from the disciplines of economics, psychology, and sociology, explores the
theoretical understandings of fundraising for nonprofit organizations and how they are
applied to the practice of raising voluntary support. Students will also investigate
different theoretical paradigms in which scholars and scholar-practitioners can approach
the study and practice of fundraising. Additionally, students will discover the fundraising
theories and practices that engage communities across diverse social identities including,
communities of color, LGBT, and gender. Faculty: Noah Dreznner (School of Education)
Strategic Management for Nonprofit & Public Organizations (PUAF 689Z): Credits:
3. Prerequisites: students are encouraged to have taken or be currently enrolled in
Nonprofit Management and Leadership (PUAF798Y). Serving as a successful leader
for a nonprofit or public organization of any kind requires an understanding of the
strategic management process and a well-developed and managed strategy is a key to an
organization’s performance. This course provides an integrated approach to leadership
theories and concepts, research, and modern practices related to strategic planning and
execution. Leading strategy approaches will be discussed and students will gain a deep
understanding of how strategy can be effectively developed, implemented, and managed
in these organizations. The course will be relevant for students who want to work for
and/or consult with nonprofit and government organizations. Faculty: Rob Sheehan
School of Business
Federal Acquisitions: Concepts and Management (PUAF 689A): Credits: 3.
Prerequisites: none. This course provides an overview of federal acquisition as one of the
basic functions of government. Specific focus will be on the scope of acquisition,
including organizational structures, regulations, and issues of acquisition processes and
management, from the development of an initial capability or need, through design,
development, production, fielding, sustainment, and disposal. Introduces the principles
and concepts that underlie successful acquisition management – from major systems
development and production, through buying services and common commodities.
Faculty: staff
Federal Acquisitions: Contracting and Pricing (PUAF 698G): Credits: 3.
Prerequisites: Acquisitions #1. This course reviews all aspects of federal government
contracting, subcontracting and related challenges, from the development of solicitation
to final close-out, within the context of the federal laws and the Federal Acquisition
Regulations (FAR). The course will also provide a practical approach to establishing and
evaluating prices for government contracts. Tools and techniques for evaluating
cost/prices will be covered to ensure the students understand how to determine whether
proposed costs/prices are fair and reasonable, as well as realistic. Faculty: staff
WINTER 2014:
Israel and Jordan: Engaging and Exploring the Complexities of Global
Philanthropy and Nongovernmental (NGO) Leadership (PUAF 688I): Credits: 3.
Prerequisites: None, although previous coursework and/or fieldwork in philanthropy will
be useful. Philanthropy is one of the building blocks of all three of the monotheistic
religions in the Middle East. During our time in both Israel and Jordan, we will explore
and experience the multi-faceted world of philanthropy in the Middle East and examine
the role philanthropy and NGOs plays within a multitude of issues and sociopolitical
spaces. We will visit with various NGOs, attend lectures from renowned leaders and
experts, and work directly with various organizations through hands-on projects. Issues
explored in the course include the Israeli/Palestinian peace process, the role of women,
the environment, minorities and immigration, refugees, and LGBT. The course will also
incorporate various important cultural excursions to allow students to appreciate the rich
history and culture of Israel and Jordan. Faculty: Professor N Drezner. Dates: December
31 – January 19.
SPRING 2014:
Principles of Public Budgeting and Financial Management (PUAF 670): Credits: 3.
Prerequisites: PUAF640 is encouraged, but not required. NOTE: this “core” course is not
actually an MFL specialization course. While most MPP students take it as an elective, it
is a core course that is required of all students in the MFL specialization. This course
covers how governments raise, spend, borrow, and manage public funds. It reviews
federal, state, and local budget processes and introduces analytical techniques including
basic spreadsheet skills, evaluating alternative revenue sources, revenue and expenditure
forecasting, cost allocation, capital budgeting, cost-benefit analysis, discounting and
present value, bond analysis, cash management and intergovernmental finance. Faculty: P
Joyce and T St. Clair
Performance Management - Leading for Results (PUAF 689X): Credits: 3
Prerequisites: PUAF711. This course provides frameworks, tools, and skills to improve
program results in an environment where policy challenges span organizational
boundaries and third parties implement programs. Several results-oriented frameworks
and case illustrations will be examined in depth, including the Government Performance
and Results Act, state and local Performance-Stat systems and the use of performance
dashboards, the Obama Administration’s initiatives on performance, and international
and US initiatives to foster civic engagement through open government and web based
performance reporting. Faculty: C Mihm, with session by D Kettl
Information Policy (PUAF 698P): Credits: 3. Prerequisites: none. The course examines
the policy challenges posed by the “Information Revolution,” especially the growth of the
global Internet and the digital economy. It considers how values associated with
information reflect changing technologies, market conditions, business and social
context, roles played by stakeholders, and policy processes. Faculty: C McGoff
Federal Budgeting - Policy and Process (PUAF 717): Credits: 3. Prerequisites: none.
The course examines budgeting as a political and administrative instrument of the US
federal government. It considers the development of budgeting; the multiple uses of the
budget, including the budget's role in fiscal policy and resource allocation; the roles and
relationships of the major participants; the main components of the budget; and current
issues such as the effects of resource scarcity on budgeting behavior. The course
primarily emphasizes the federal level, but the effects of the federal budget on state and
local governments are also considered. Faculty: P Joyce
Topics in Tax Policy (PUAF 698G): Credits: 3. Prerequisites: none, but Public
Financial Management is recommended. This course examines the current U.S. tax
system (including federal, state, and local taxes) and options for reform. It addresses
issues such as taxes and the federal budget, criteria for evaluating tax policies, tax
incidence, distributional issues in taxation, revenue estimation, tax expenditures,
consumption taxes, so-called “double taxation” and arguments for integration of personal
and corporate income taxes, environmental taxes, tax treatment of children and the
family, the Alternative Minimum Tax, and transition issues in fundamental tax reform.
Faculty: TBD
State, Local, and Nonprofit Financial Management (PUAF ___) This course covers
the fundamentals of accounting and financial management for public and not-for-profit
organizations. Through course readings, case studies, and short assignments, students
will learn how to understand and use public sector financial information to inform
decision-making. The first half of the course will focus on: operating budgets, cash
budgets, tools for evaluating capital budgeting decisions, and an introduction to
accounting principles. Topics in the second half of the course include financial reporting,
financial condition analysis, and unique aspects of accounting for public and not-for
profit organizations. Along the way, students will gain familiarity with spreadsheet
applications and financial calculations. By the end of the course, students should be able
to read and interpret financial information and perform straightforward financial
analyses. Faculty: T St. Clair
Nonprofit Management and Leadership (PUAF 798Z): Credits: 3. Prerequisites: None.
Nonprofit organizations, nongovernmental organizations (NGOs), philanthropy, civil
society, and social entrepreneurs are major players in how public policy gets developed
and implemented as well as how change occurs in the United States as well as countries
around the world. In the United States alone, the nonprofit sector encompasses over a
million organizations, annually reports trillions of dollars in revenue and assets,
represents approximately ten percent of the workforce, annually generates over four
hundred billion dollars through donations and volunteers, and is primarily funded by
government. The nonprofit sector is so heavily intertwined with the public sector that
government executives will find themselves interacting and partnering with nonprofits on
a regular basis. Through discussions of contemporary trends, challenges and issues, this
course provides an introduction to the nonprofit sector and the leadership and
management skills required to achieve social impact. Faculty: R Grimm
Strategic Philanthropy (PUAF 689P): Credits: 3. Prerequisites: Students are encouraged
to take PUAF 798Z Nonprofit Management and Leadership before or simultaneously
with this course. This course explores different schools of thought related to strategic
philanthropy: defined as privately funded ventures designed to achieve social outcomes,
spur innovation, and/or shape public policy. We examine the development of and
challenges related to strategic philanthropy, its relationships to the government and
business sectors as well as the successful skills and approaches of leaders and
organizations engaged in strategic philanthropy. Other course topics include designing
competitions from traditional request for proposals grant making to prize competitions,
portfolio and risk management, grantee engagement, and grantee and program evaluation.
We will also examine efforts to translate various philanthropic approaches to the public
sector, governmental grant making, and traditional and emerging partnerships and
collaborations between strategic philanthropy and government. Faculty: R Grimm
Social Entrepreneurship (PUAF 689D). Credits: 3. Prerequisites: None but please note
this is two-credit business course where the faculty member has successfully worked with
MPP students to get three credits and this course also has a PUAF as well as a BUMO
number. This course is about using entrepreneurial skills to craft innovative responses to
social problems. Entrepreneurs are particularly good at recognizing opportunities,
exploring innovative approaches, mobilizing resources, managing risks, and building
viable enterprises. These skills are just as valuable in the social sector as they are in
business. Social entrepreneurship applies to both profit and non-profit firms who have
programs designed to create social value. Faculty: J. Sanders.
Federal Acquisitions: Current Issues in Federal Acquisitions (PUAF 689F): Credits:
3 Prerequisites: none. The course objective is to explore ways to improve the efficiency
and effectiveness with which the government goes about doing its business of acquiring
over $300 billion in goods and services. As an "example case", this course will look at
the public/private interrelationships (the so-called "military/industrial complex") from the
perspective of national security, public policy, industrial management and politics in the
early 21st century environment. Topics covered include: military requirements;
budgeting; Congress; science and technology; weapons development, production and
support (management and costs); competition; public/private partnerships; privatization;
small business innovation; role of non-profits; government oversight; the press; the
defense industry (structure, conduct, performance - actual and desired); and international
considerations (military, industrial and trade). The course is primarily case study based,
with selected complimentary readings. Faculty: J Gansler.
MFL Project Course (PUAF 790): Credits: 3. Prerequisites: all core courses or
permission of instructor. Students work at government agencies or private firms
analyzing problems of interest to both the student and the sponsor. The course
emphasizes problem definition, organization of information, and oral and written
presentation of results. NOTE: This course meets over the entire year; all MFL students
(except mid-career) who plan on graduating in 2014 should now be having discussions by
summer, 2013 with MFL project course faculty. Faculty: C Short.