SIPA: School of International and Public Affairs at Columbia University

ORLA Y4876y (Section 2) School Finance: Resource Allocation Non-Profit Organizations 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi SIPA: Management. SIPA: USP- Social Policy Track.

ORLJ Y4002x or y Functions of Organizations 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi

ORLJ Y5003x or y Human Resource Management 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: Electives.

ORLJ Y5148x or y Managing Conflict in Organizations 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi SIPA: Management. SIPA: ICR. SIPA: Electives.

ORLJ Y5340y (Section 1-4) Basic Practicum Conflict Resolution 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi SIPA: Management. SIPA: USP- Social Policy Track. SIPA: ICR. SIPA: Electives.

ORLJ Y6040x or y Fundamentals of Conflict Resolution - Institutional Context 3 pts.

This is a Teachers College course.

For more detailed course information, please go to the Teachers College Schedule of Classes at: http://www.tc.columbia.edu/tc-schedule/schdsearch.cgi SIPA: Management. SIPA: USP- Social Policy Track.

INAF U6016x and y Cost-Benefit Analysis 3 pts. This course aims to provide an introduction to the basic principles of cost-benefit analysis, i.e., the economic appraisal of public investment projects, expenditures, programs, and regulations. I will begin with a relatively brief review of the techniques of financial appraisal (i.e. cash flow analysis) of projects, since similar techniques are used in most cost-benefit analysis exercises. However, while a financial analyst for a private, profit--making entity focuses only on the net cashflows the entity receives from a project, the cost-benefit analyst has to consider a proposal's economic costs and benefits from a societal perspective. This course should be most directly relevant for those who intend to pursue careers in the public sector as analysts/applied economists with governmental agencies, public authorities, multilateral institutions, or research institutes/think-tanks. SIPA: APEA. SIPA: EPD. SIPA: IFEP- Finance. SIPA: IFEP- Economic Policy. SIPA: E&E- IEMP. SIPA: E&E- Environment Policy. SIPA: Management. SIPA: USP- Urban Policy Track.

INAF U6022y Economics of Finance 3 pts. Finance deals with the theory of how households and firms use capital markets to allocate resources over time. The course will equip you with a solid theoretical foundation you can use to evaluate projects, investments and funding decisions. It will further acquaint you with the details of debt, equity and derivatives markets so you can apply your knowledge to practical problems SIPA: MIA- Financial Management. SIPA: MPA- Financial Management. SIPA: APEA. SIPA: EPD. SIPA: IFEP- Finance. SIPA: IFEP- Economic Policy. SIPA: Management.

INAF U6027y Ethical Issues in Management Not offered in 2012-2013. This course examines ethical issues in management, in connection with two long identified and perpetually discussed mainstays of human action, sensitivity and rationality. In traditional western philosophy, these have often been called passion and reason; in modern behavioral science, they are often called affect and cognition. The terms, however, are used variously interchangeably; and much management-related social science speaks commonly today of sensitivity and rationality. In particular, such science has labored extensively over the twin problematic phenomena of insensitive officials and irrational choices. SIPA: Management.

INAF U6053y Creating a Social Enterprise 3 pts. The course will focus primarily on the knowledge and skills required to launch a social enterprise. The class will include an overview of Social Enterprises around the globe and will look at various enterprise models (for profit, non-profit) and their role in the broader market economy. Class time will focus on the analysis of Case Studies and the vetting of real social enterprise business plans. The course will center on a Group Project where teams of three (3) will work together to build a plan for launching their own, new Social Enterprise. In the process, students will learn how to define, design, market, sustain and scale their concept. At the end of the course, students will submit a formal business plan and budget and will present their plan to a panel of experts in the field. SIPA: EPD. SIPA: Management.

INAF U6133y Raising Capital & Growing Social Ventures Prerequisites: 2nd year students only; Accounting and Finance This course provides students with key knowledge and skills on raising capital for social ventures both the entrepreneurs' and investors' perspectives. It is designed to appeal to students who are considering entrepreneurial opportunities or those who are considering careers in impact investing. Finding the resources to launch and grow a social purpose venture is the first, and perpetual, challenge faced by social entrepreneurs. How they find that money often creates tension between social outcomes, donor expectation, financial sustainability, and profitability. This course will start with the question of "What is the Real Cost of Capital?" and reflect on how all investors - whether foundation, social investor, or investment bank - impact operations and business and program decisions. SIPA: Management.

INAF U6226y Leadership and Innovative Policy Making In this course the students will (a) master key themes in leadership development and policy making, (b) increase their own leadership and policy making capacities through reflection and discussion and (c) evaluate the leadership record of an "extraordinary" policy leader. The goal of the three-pronged approach is to prepare students for understanding and exercising leadership-executive ability in government, non-governmental organizations, and business. Leadership is the ability to influence people towards achieving a goal. An important part of the SIPA mission is to prepare students for leadership and innovative policy making. In this course we will examine leadership and policy making "out of the box" as well as "inside the box" by having students tackle several key themes and some specific questions. The themes include issues such as, are leaders born or made? What kind of leaders design and implement "good" versus "bad" policies? Can "nudging" and "innovative policy making" substitute for forceful policy intervention? To what extent are economic and political outcomes products of leadership as opposed to external environment? SIPA: Management.

INAF U6256y Social Entrepreneurship and Sustainable Development 3 pts. The purpose of this course is to introduce, critically analyze and experiment with cutting-edge ideas in social entrepreneurship from the "North" (US, Europe) and the "South" (Africa and Asia) with a special focus on initiatives and enterprises focused on sustainable development and poverty reduction. Making markets work for the poor requires an understanding of social entrepreneurship and social enterprises in the developing world as strategies and untapped opportunities to add value to society by harnessing market forces that blend human, financial and social capital resources to achieve replicability and scale in every development domain, such as mobile health technologies, microfinance, renewable energy, water, education, fair trade, and agriculture. This course adopts both theoretical and applied cases, team-based field experiments and distinguished guest speakers in the teaching process to ensure that students gain an understanding of their roles as change makers and social entrepreneurs, and feel equipped to handle the complexities involved in designing hybrid models for efficient service delivery to the world's poor (i.e., through public spending, development assistance, philanthropy and private or social sector "impact" investments). SIPA: EPD. SIPA: Management. SIPA: USP- Social Policy Track.

INAF U6301x and y Corporate Finance 3 pts. Prerequisites: SIPA U6200 or PEPM U6223 Corporate finance is an introductory finance course; it is a core course for students taking the International Finance and Policy (IFP) concentration. The course is designed to cover those areas of business finance which are important for all managers, whether they specialize in finance or not. SIPA: EPD. SIPA: IFEP- Finance. SIPA: IFEP- Economic Policy. SIPA: E&E- IEMP. SIPA: Management.

INAF U6374x Mainstreaming Gender in Global Affairs This course introduces students to gender mainstreaming, gender analysis and intersectionality as theory and method, as well as the associated set of strategies, tools and skills applicable to international and public policy contexts. Through a combination of empirical research, structural theorizing, social critique, and case studies, students will become acquainted with the global dimensions of feminist organizing and policy-making necessary for working in a variety of specialty policy fields such as education, public health, international finance, sustainable development, peace and security, organizational management and economic development. SIPA: Management. SIPA: Gender Policy. SIPA: Electives.

INAF U6734x Social Enterprise and Sustainable Development in India This experience is an intensive field application of the development practice and social enterprise tools and techniques that SIPA students have learned in the course of their studies. Social Enterprise Magic Bus (SEMB) is a transformative international learning experience in real-life social enterprise. Through a learning-by-doing approach, SEMB students delve into critical social problems in the country they visit-poverty, climate change, environmental degradation, disease, illiteracy, human trafficking, food insecurity, etc.-and subsequently, help develop innovative solutions to those problems that create real social change. For SIPA students, Social Enterprise Magic Bus serves the huge demand for practical experience in social enterprise and equips students with relevant business skills across sectors in an international development context. SEMB emphasizes personal growth and builds career readiness by imbuing participants with knowledge, tools, networks, and practical experience. The program has become a game-changer that yields real impact by converting students into social enterprise leaders and social change makers. The fee for "Social Enterprise and Sustainable Development in India" is estimated at $4400 per student not including international airfare If the course is full and your are interested in registering, please contact Professor Sara Minard (cm2845@columbia.edu) SIPA: EPD. SIPA: Management. SIPA: Electives.

INAF U6894x Dimensions of Leadership Dimensions of Leadership will give students a 4-part framework and practical tools for developing their leadership capacity to solve the kind of interconnected global problems that must be addressed over the next generation. The framework addresses 4 of these dimensions: thought leadership, executive leadership, inter-personal leadership and moral leadership. Students will develop self awareness of their readiness to lead and the implications for their careers in and across the government, business or the social sectors over time SIPA: Management.

INAF U6898x Program Evaluation and Design In this course, students will: (1) become familiar with the concepts, methods, and applications of evaluation research; (2) learn how to assess the context for evaluation; (3) learn how to read evaluation research critically; and (4) be able to propose an appropriate evaluation plan. The course will center on a Group Project where teams of students (no more than 5 students) will work together to develop an evaluation plan for a program. In the process, students will learn to assess evaluation needs, how to map a program theory, link outcomes to metrics, and plan to 'conduct' an evaluation. At the end of the course, students will be required to present their group evaluation plan in class and to submit an individual final paper, based on your group's proposal for the program evaluation plan. SIPA: Management.

INAF U6899x Program Evaluation: Domestic and International Programs 3 pts. Prerequisites: SIPA U6500 An advanced level course designed to give students the knowledge base and core skills (quantitative and qualitative) to carry out evaluations of programs, organizations and social services. This course focuses on types of evaluation, evaluation design and theory, measurement, sampling, data collection, ethics and politics in evaluation, data analysis, and utilization of findings. SIPA: APEA. SIPA: EPD. SIPA: Management.

INAF U8092y Government use of financial instruments 1.5 pts.Not offered in 2012-2013. The menu of financial instruments available to governments is large and growing. Borrowing, asset sales through equity issuance or trade sale, leasing, asset acquisition and a wide range of derivatives are widely used. The opportunities provided by financial markets can greatly expand what a government can do to serve its public. They can also allow governments to take action, intentionally or through misunderstanding of the implications of the steps they are taking, to impose large costs on the public. In this course we will bring together the objectives of governments and the opportunities provided by a range of financial activities and explore the relationship between the two. The emphasis will be on practical decision-making in the environment in which officials operate with examples from experience in both industrialized countries and emerging markets. Students should expect to sharpen their understanding of how to think broadly about financial decisions in a public sector setting, not to learn cookbook approaches to specific transactions. Students should have basic coursework in economics, quantitative analysis and corporate finance or other finance courses that make concepts like present value, mean-variance and option value familiar. SIPA: IFEP- Finance. SIPA: Management. SIPA: Short Courses.

INAF U8235x Leading by Doing: Effective Strategies for Nonprofit/NGO Management 1.5 pts.Not offered in 2012-2013. This course is designed to provide management concepts and practical tools to assist in the successful launch or re-design of nonprofit agencies. Students will learn how to analyze the field to see if a new nonprofit, or activity within an existing nonprofit, is needed; how to define a mission that instantly communicates passion for a cause; how to set realistic goals that measure progress; how to build and inspire a team of board and staff, find partnerships in government and the private sector to enhance the likelihood of success; develop sources of revenue to sustain a nonprofit's activities; and tell their story to funders, rating agencies, and the general public. COURSE START DATE 9/07/11; COURSE END DATE 10/19/11SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: USP- Social Policy Track. SIPA: Short Courses.

INAF U8690y Managing Humanitarian Emergencies This course focuses on the actual management problems of humanitarian interventions and helps students obtain the professional skills and insight needed to work in complex humanitarian emergencies, and to provide oversight and guidance to humanitarian operations from a policy perspective. It is a follow-up to the fall course that studied the broader context, root causes, actors, policy issues, and debates in humanitarian emergencies. SIPA: EPD. SIPA: Human Rights. SIPA: Management.

INAF U8792y Women & Nonprofit Management 1.5 pts. This course is designed as an introduction to the dynamic world of non-profits as seen through the eyes of women leaders in the field. Non-profits play a vital role in our society. Their missions are as diverse as the varied needs of the communities they serve and include many organizations founded by women such as: the American Red Cross, the Girl Scouts, the League of Women Voters, Planned Parenthood, the first settlement houses, Inwood House as well as a host of other large and small organizations all working to improve the circumstances of individuals, social groups, states and countries. The course will introduce students to the history of women's leadership in the non-profit arena as well as to a number of women who currently lead non-profits. Women's leadership styles, the importance of the mission statement and methods of managing will be discussed as well as the opportunities available in the non-profit world to make an impact. The class will be highly interactive, and a number of leaders of non-profit organizations will speak on a variety of topics. SIPA: EPD. SIPA: Management. SIPA: Gender Policy. SIPA: Short Courses.

PUAF U4400y Campaign Management in the United States 3 pts. Together we are going to learn how to plan, manage, and execute the major elements of a modern American campaign using skills that can be applied to all levels of the electoral process. Although this is a course focusing on practical competence, empirical political theory and relevant political science will be applied to our work. Guest lecturers, simulations, and additional materials such as videos and handouts will augment the course. When we are done, you will know what you need to do, and where you need to turn, in order to effectively organize an election campaign. The curriculum is ambitious, specialized, and task-specific. This is not a course in political science, but rather a hands-on, intensive training seminar in campaign skills. By May, you will be able to write a campaign plan, structure a fundraising effort, hire and work with consultants, plan a media campaign (both paid and unpaid), research and target a district, structure individual voter contact, use polling data, understand the utility of focus groups, write press releases, conduct advance work on behalf of your candidate, manage crises, hire and fire your staff, and tell your candidate when he or she is wrong. My aim is to make you competent and eminently employable in the modern era of advanced campaign technology. For the purposes of this class, you will design a campaign plan for the 2005 NYC Mayoral race. To make this more interesting (and realistic), you will be provided with information and situations throughout the semester that will require you to plan, anticipate, and adapt your campaign plan to the changing realities inherent to every campaign. SIPA: Management. SIPA: USP- Urban Policy Track.

PUAF U6033x or y Decision Models & Management 3 pts. This course provides an introduction to computer-based models for decision making. The emphasis is on models that are widely used in diverse industries and functional areas, including finance, accounting, operations, and marketing. Applications will include production planning, supply chain management, portfolio optimization, corporate risk management, and yield management, among others. The aim of the course is to help students become intelligent consumers of these methods. To this end, the course will cover the basic elements of modeling - how to formulate a model and how to use and interpret the information a model produces The course will attempt to instill a critical viewpoint towards decision models, recognizing that they are powerful but limited tools. SIPA: IFEP- Finance. SIPA: IFEP- Economic Policy. SIPA: Management. SIPA: USP- Urban Policy Track.

PUAF U6217y Operations Management 3 pts. This course provides a foundation for understanding the operations of an organization. The objective is to provide the basic skills necessary to critically analyze an organization's operating performance and practices. Such knowledge is important for careers in a variety of areas, including general management and consulting. SIPA: Management. SIPA: USP- Urban Policy Track.

PUAF U6260x or y Management for Development Professionals 3 pts. This workshop focuses on practical skills relevant to the roles and job responsibilities of development practitioners - whether they work for multilateral organizations, government agencies, private sector firms, or NGOs, in head offices or field locations. The course is designed to build knowledge and skills that match the complex, interdisciplinary reality of development management. The workshop is divided into three modules: (1) exploring how different development strategies are translated into decisions on program/project design and resource allocation (2) practice designing proposals (RFPs) that reflect the preferences and styles of different donor agencies, and (3) launching and implementing a project. SIPA: Management. SIPA: Development Practice.

PUAF U6270y Organizational Behavior etc.), and we will continue to do so throughout a much of our adult lives. The ability to understand and manage an organization, its groups, and its individuals is crucial in modern societies. This is especially true as your career progresses and you take on more managerial responsibility, managing people, information, and processes to accomplish organizational goals. This course aims to: 1) develop your knowledge of organizational behaviors -theories, frameworks, and concepts used to explain and improve the management of organizations; 2) develop your analytical/diagnostic skills -the ability to diagnose "real life" management situations and offer sound recommendations; 3) help you work on your own development as a team member and manager -the course will help you reflect on your strengths and weaknesses as a manager and employee. To meet these goals, the course will draw on various instructional methods, along with class discussion. In each class, we will use a case or exercise (or in some cases both) to motivate our discussion. Cases and exercises will draw upon your current experiences in the class, relevant theoretical frameworks, and your experiences in various organizations. SIPA: Management.

PUAF U6460x Benchmarking Education and Skills Development 1.5 pts. Benchmarking is the process of continuously comparing and measuring against other organizations' performance, and analyzing the philosophies, practices, and measures that help an organization improve performance. Benchmarking goes beyond competitive analysis and encourages practitioners to examine organizations in markets that are different from their own. Benchmarking goes beyond quantitative analysis, and practitioners will consider organizational dynamics and qualitative characteristics in performance. Using a public sector-based case study with hands-on group activities, as well as various other examples given by the instructors, this course will teach students the benchmarking process along with the different tools and techniques to be used in implementation. SIPA: EPD. SIPA: Management. SIPA: USP- Social Policy Track. SIPA: Short Courses.

PUAF U6801y Negotiation & Conflict Resolution 3 pts. There are two purposes to this course: 1. to develop your ability to negotiate in a purposeful, principled and effective way; and 2. to teach you how to build consensus and broker wise agreements with others. Negotiation is a social skill, and like all social skills you have to practice it if you want to get better at it. To give you the chance to practice, we'll do a number of simulated negotiations in and out of class. We'll also use lectures, case studies, exercises, games, videos, and demonstrations to help you develop your understanding. As we advance in the course, our focus will shift from simple one-on-one negotiations to more complex ones involving many parties, agents, coalitions, and organizations. SIPA: ISP. SIPA: Management. SIPA: ICR. SIPA: UN Studies.

PUAF U8203y Project Management 3 pts. While it is generally thought of to be related to construction, the truth is that Project Management can be applied to any field. It is defined as the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project. A project is an endeavor undertaken to achieve a particular aim. Project management knowledge and practices are best described in terms of their component processes. These processes are: Initiating, Planning, Executing, Controlling and Closing. Knowledge Areas include Scope Management, Time Management, Cost Management, Quality Management, Risk Management, and Change Management. We will discuss all of these elements in the course. SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: USP- Social Policy Track.

PUAF U8207x (Section 001) Leading by Doing: Effective Strategies for Nonprofit/NGO Management This course is designed for students interested in leading nonprofits, managing them under government contract, or supporting them through corporate philanthropy departments. The goal is to provide concepts and practical tools to manage or assess, launch or re-design nonprofits/NGOs. SIPA: Management. SIPA: USP- Urban Policy Track.

PUAF U8208x Law For Nonprofit Managers/Trustees 3 pts. Charities and other nonprofits are highly regulated to ensure that they properly conduct and publicly disclose their activities. A working familiarity with nonprofit laws is essential for managers to advance their missions while avoiding personal and organizational liability. The course covers key legal issues faced by nonprofit managers using a format of lectures, group discussion, and case studies. The class will explore the current environment and high-profile disputes involving spending abuses and discriminatory policies highlighted by the Boy Scouts and University of Michigan cases. Special focus will also be given to international philanthropy and the effects of corporate scandals (Enron, etc.) and the September 11 tragedy on the nonprofit sector. SIPA: Management. SIPA: USP- Urban Policy Track.

PUAF U8237y Housing Policy & Equitable Development 1.5 pts. The class is designed to introduce students to housing policy and programs and their impact on communities and cities. Utilizing case studies, lectures, and readings, the class will focus on the problems of housing affordability; the loss, maintenance and/or creation of mixed income housing and communities; and the loss, maintenance and/or creation of segregated housing and geographically segregated communities based on race, ethnicity and/or religion. With New York City as a laboratory for housing policies and programs which have addressed all of these issues in some way over time, the class will compare and discuss other cities which have experienced one or more of these issues and examine how well their policy and program responses successfully addressed them. Other cities to be discussed include New Orleans, Liverpool, Belfast and Leipzig. Students will examine how public policies and programs can both create these problems in cities and also how they can work to resolve them; what tools are most effective; what constraints must be considered; and the impact of unintended consequences. SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: USP- Social Policy Track. SIPA: Short Courses.

SIPA U0020x and y (Section 5) Specialization: Management All SIPA candidates are required to register for one of the policy specialization in each semester of matriculation at SIPA. The specialization registration will be for zero academic credits and will not affect or be affected by fees or financial charges. SIPA: Management.

SIPA U6010y Enterprise Strategy for Leaders This course trains managers or analysts to look outward to the environment and inward to the enterprise's resources and capabilities and operating policies. As such, we describe aenterprise's strategy as the formulation of "competitive strategy", "corporate strategy" and "organizational strategy". Competitive strategy involves identifying structurally attractive industries and developing the most attractive position within that industry, where attractiveness is driven by absolute conditions combined with the resources and capabilities the firm brings to that position. Businesses create value by operating in positions within industries that, by virtue of the characteristics of industry, the position and the firm, are defensible from the encroachment of competitors and deterioration of the environment as a whole. Corporate strategy focuses on the management and understanding of multi-product, multi-location and multi-business firms. Although we devote limited time to the topic, organizational strategy involves developing policies within each functional area of the business unit that are integrative and consistent with the firm's plan for creating value The main orientation of the course is on for profit firms. Understanding the perspective of business is critical for allocentric policy making. The concepts will be translated to a non for profit setting as opportunities for connections arise and we will cover a non for profit case near the end of the term. Also, the concepts presented in the course carry over well to the social enterprise space. SIPA: MIA- Management. SIPA: MPA- Management. SIPA: Management.

SIPA U6320y Budgeting and Financial Management for Government 3 pts. Public sector budgeting in the US (and arguably at a global level) has become an increasingly contentious issue since the 2008 crisis and subsequent recession. This course will introduce students to the field of budgeting and fiscal management in the public sector. We will look at the special challenges of developing a budget within a political environment and the techniques used for management control. Additional topics may include taxes and other revenues, expenditure control, debt management, audits and productivity enhancement. Lectures will also discuss current events related to public sector budgeting on the local and state level. The course seeks to provide students with practical knowledge on budgetary decision-making. Drawing from both theory and case studies, students will acquire practical skills to help them design, implement and assess public sector budgets. The practical nature of the subject requires active participation from students, meaning they will engage in hands-on assignments such as periodical debates, case analyses and a budget cycle simulation. By the end of the semester, students are expected to a) conduct in-depth budgetary analyses, and b) formulate policy recommendations. SIPA: MIA- Financial Management. SIPA: MPA- Financial Management. SIPA: Management. SIPA: USP- Urban Policy Track.

HPMN P6530 Issues and Approaches in Health Policy and Management 3 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Applied Science. SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: USP- Social Policy Track. SIPA: Electives.

HPMN P8533y Health Care Finance II 3 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: USP- Social Policy Track. SIPA: Electives.

HPMN P8541 Economic Evaluation of Health Care Technology 1.5 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: APEA. SIPA: EPD. SIPA: Management. SIPA: USP- Social Policy Track. SIPA: Electives.

HPMN P8558y Strategic Management 3 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: Electives.

HPMN P8558x Strategic Management 3 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: Electives.

HPMN P8561x Managing Public Health Non-Profits 1.5 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: USP- Social Policy Track. SIPA: Electives.

HPMN P8564y Health-Related Issues in Quality of Life 2 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: USP- Urban Policy Track. SIPA: Electives.

POPF P8614x Management of Health Care Organizations 3 pts. This is a Public Health Course. Public Health classes are offered on the Health Services Campus at 168th Street.

For more detailed course information, please go to Mailman School of Public Health Courses website at http://www.mailman.hs.columbia.edu/academics/courses SIPA: Management. SIPA: USP- Social Policy Track. SIPA: Electives.

LAW L6205x Financial Statement Analysis and Interpretation 3 pts. This is a Law School course. For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: IFEP- Finance. SIPA: Management. SIPA: Electives.

LAW L6230y Corporate Taxation 4 pts. This is a Law School course.

For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L6233y Corporate Reorganization and Bankruptcy 3 pts. This is a Law School course.

For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L6348 Game Theory, Strategy & The Law 2 pts. This is a Law School course.

For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L6352x or y Deals: Public-Sector Problem Solving 3 pts. This is a Law School course. For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L6424x International Securities Regulation 2 pts. This is a Law School course. For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L6538y Secured Transactions 3 pts. This is a Law School course.

For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.

LAW L8242y S. Advanced Securities Regulation 2 pts. This is a Law School course.

For more detailed course information, please go to the Law School Curriculum Guide at: http://www.law.columbia.edu/courses/search SIPA: Management. SIPA: Electives.