Professors F.C. Arterton (Dean), D.W. Johnson
Associate Professors C.B. Cushman (Associate Dean), L. Matos (Research), S. Billet
Assistant Professor G. Lebel Adjunct Professor M. Edwards Adjunct Associate Professors J. Hobson, J. Hall, D. Anderson, M. Cornfield
Professorial Lecturer P. Fenn
Associate Professorial Lecturers M. Braden, T. Devine, R. Faucheux, W. Greener, E. Grefe, R. Hoewing, R. Thomas, B. Tringali, D. Walter
Assistant Professorial Lecturers K. Schafer, D. McGroarty, J. Slade The Graduate School of Political Management, through the College of Professional Studies, offers the Master of Professional Studies in the fields of political management and legislative affairs. Both programs have a prerequisite of a bachelor's degree with a B average from an accredited college or university and are subject to the CPS regulations that appear under the respective programs at www.cps.gwu.edu. In addition to these degree programs, graduate certificate programs are offered in political management and in PACs and political management.
Master of Professional Studies in the field of political management—The 36-credit program requires PMgt 201, 202, 207, and 260, plus three PMgt courses in the chosen area of focus—lobbying, corporate public affairs, campaign management, issues management, politics and public policy, fundraising, polling and strategic research, and political leadership. All students complete a 400-hour internship of supervised political management activity. Those in the thesis program take PMgt 299–300; those in the nonthesis program take PMgt 295.
Master of Professional Studies in the field of legislative affairs—The 33-credit program requires PSc 201 or 203, 218, 222, and 229, plus at least two courses chosen from each of the following groups: American political process—PSc 215, 216, 219, 220, 221, 228, 246, 286; PMgt 267. Public policy analysis—PSc 212, 224, 249, 250; PMgt 266; WStu 240. The program may be completed with or without a thesis. With prior approval of the academic advisor, students may take up to three courses in related disciplines. All students must pass a Master's Comprehensive Examination.
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| 201 |
Fundamentals of Political Management (3) |
Johnson, Cushman |
| |
An introduction to the field of political management: historical and political analysis of Washington and its centers of power, lobbying and influence, issues and ideology, elections, and ethical considerations. Must be taken in the first semester of studies.(Spring and spring) |
| 202 |
Quantitative Methods for Political Managers (3) |
Staff |
| |
Techniques of data analysis and the uses and abuses of statistical reasoning, with particular emphasis on applications to electoral campaigns, lobbying, and government relations. Topics include measurement, descriptive statistics, probability, and significance testing. (Fall, spring, and summer) |
| 205 |
Research and Data Collection (3) |
Walter |
| |
Evaluation of research information used by political managers to prepare position papers, analyze candidate records, buy advertising time, analyze constituencies, and target direct mail for canvassing, registration, and get-out-the-vote campaigns.(Spring) |
| 206 |
Speech Writing (3) |
Staff |
| |
Analysis and techniques of effective speech writing and speech presentation for public officials and candidates; emphasis on speech writing for campaigns and public policy forums. (Fall) |
| 207 |
Strategy and Message Development (3) |
Cornfield, Fenn |
| |
The specialized forms of communication that political professionals use to win public support for their candidates and policy positions. Message development: the art and craft of persuasion and the integration of research, strategy, tactics, and public feedback. (Fall, spring, and summer) |
| 211 |
Polling (3) |
Staff |
| |
Survey research uses in campaigns. Major objectives of surveys, designing and drawing samples, constructing and pretesting questionnaires, modes of interviewing, financial implications, practical problems in selecting and monitoring polling organizations, and interpretation of survey data. (Summer) |
| 212 |
Political Management and the Media (3) |
Greener |
| |
Organization, practices, and norms of the major media; media coverage of public officials, political campaigns, legislative battles, interest groups, and issues of public policy. Formulation of strategies for getting favorable news coverage for the issue or candidate and for ending a media crisis. Studio fee, $250. (Spring) |
| 214 |
Qualitative Research in Political Management (3) |
Tringali |
| |
Uses and usefulness of focus groups and small-sample interviews; procedures involved in these techniques; implications of psychological and sociological theory; relationship of qualitative and quantitative research. (Spring) |
| 218 |
Politics and the New Media (3) |
Cornfield |
| |
Use of new media in communications between politicians and citizens, effects on political rhetoric, and quality of communications in contemporary politics.(Summer) |
| 220 |
Fundraising (3) |
Staff |
| |
Raising and spending money in political campaigns, referenda contests, issue politics, and lobbying efforts. Budgeting, control of expenditures, accounting procedures, and general strategies for fundraising. (Summer) |
| 221 |
Fundraising for Organizations (3) |
Staff |
| |
Advanced techniques of fundraising for established political organizations. Long-range financial stability for organizations, including membership strategies, direct mail, telemarketing, and special events. (Spring) |
| 222 |
Executive Fundraising (3) |
Hall |
| |
The business and techniques of fundraising for charitable, trade association, semi-private, and public institutions. (Fall) |
| 230 |
Lobbying (3) |
Hobson |
| |
How lobbying and organized advocacy fit into the American political process and development and implementation of advocacy strategies. Lobbying by business, labor, public interest groups, and other nonprofit organizations; lobbying within and among various branches of government. (Fall and spring) |
| 231 |
Lobbying the Budget Process (3) |
Edwards |
| |
Politics of the budget process, using case studies from recent federal budget cycles. Formal and informal mechanisms of budgeting, the lobbying strategies employed by private and public organizations seeking to influence budgetary decision making, and negotiations within and between executive agencies. Prerequisite: PMgt 230.(Summer) |
| 232 |
Managing Government Relations Programs (3) |
Staff |
| |
Organizational models and techniques used by corporations and business associations to influence the development of public policy at federal, state, and local levels, as well as internationally. (Spring) |
| 233 |
Grassroots Politics (3) |
Grefe |
| |
Lobbying and advocacy strategies and techniques at the local level. Use of grassroots lobbying by corporations, labor unions, civic and nonprofit organizations, and special interest groups. (Spring) |
| 234 |
International Lobbying (3) |
Staff |
| |
Examination of the current state of international lobbying and analysis of strategic models. (Spring) |
| 236 |
Corporate Public Affairs (3) |
Hoewing |
| |
Exploration of major functional areas in public affairs, with focus on political and policy dynamics. (Fall) |
| 237 |
Advanced Lobbying Strategy (3) |
Slade |
| |
Current case studies of major policy initiatives; simulation of roles of participants in lobbying campaigns, strategies integrating issue research, qualitative and quantitative analysis. Prerequisite: PMgt 230 or 231. (Fall and summer) |
| 240 |
Campaign Management (3) |
Devine, Faucheux |
| |
Orientation to the basic systems that must be managed to produce electoral victory. Importance of the campaign plan and campaign budget as techniques of management. (Fall and spring) |
| 241 |
Campaign Advertising and Promotion (3) |
Fenn |
| |
Strategies for the use of the various media in political campaigns, with an emphasis on television and the development of campaign messages; production, timing, and placement of television advertising. Students design print ads and brochures and produce a 30-second television spot. Studio fee, $250. Prerequisite: PMgt 240.(Spring) |
| 242 |
Campaign Organization (3) |
Lebel |
| |
Choices facing the campaign manager: assessment of the candidates, making the decision to run, fundraising, geographic and demographic targeting, field organization, canvassing, phonebanks and get-out-the-vote, press operations, financial control, and relations with the party and interest groups. Prerequisite: PMgt 240. (Spring) |
| 243 |
Strategic Factors in Presidential Campaigns (3) |
Staff |
| |
Presidential campaign strategy: campaign organization, fundraising, primaries and caucuses, delegation selection rules, party conventions, national and state party organizations, and the general election. |
| 244 |
International Political Consulting (3) |
Johnson |
| |
Advanced seminar focusing on professionalization of elections and modern campaign techniques. (Spring) |
| 246 |
Political Communications Strategy (3) |
Walter |
| |
The role of the communications director. Message development and implementation of a coordinated communications strategy. Integration of paid and free media coverage. (Summer) |
| 247 |
Advanced Campaign Strategy and Management (3) |
Staff |
| |
Strategy, tactics, and management of campaign research, polling, message formulation, and media. Prerequisite: PMgt 240. (Fall and summer) |
| 250 |
Issues Management (3) |
Staff |
| |
Management of public policy issues, rise of referenda and citizen initiatives, proliferation of issue-oriented campaigns directed at the grassroots. How individuals and interest groups participate in the issue advocacy process and the evolving role of political and campaign managers in issue campaigns. (Fall and spring) |
| 251 |
Public Opinion Dynamics (3) |
Staff |
| |
Processes by which citizens make decisions about political issues and consider the range of methods for influencing those decisions. Public opinion polling, voter behavior studies, communications, media studies, and attitudinal change. (Summer) |
| 252 |
Crisis Management (3) |
Edwards |
| |
Management of crisis situations and "defining moments" in electoral, legislative, and public policy campaigns. Through the use of simulation exercises and recent case studies, the course explores both the theoretical and practical aspects of crisis management. (Fall) |
| 254 |
Referendum Politics (3) |
Staff |
| |
Managing the politics of initiative petitions and referendum elections to establish public policy. (Spring, odd years) |
| 257 |
Strategic Management of Political Issues (3) |
Grefe |
| |
Case studies of major current policy questions. Development of strategy and message development integrating research, polling, and focus group analysis. (Fall and summer) |
| 260 |
Ethics and Political Management (3) |
Anderson |
| |
Application of ethics to political campaigning, lobbying, and representation generally; norms of conduct that should guide activities and working relations of candidates, campaign consultants, polling organizations, political reporters, lobbyists, legislators, and officials. (Fall, spring, and summer) |
| 262 |
Law of the Political Process (3) |
Braden |
| |
Legal and constitutional framework for political process, including ballot access, voter registration, and laws governing political parties and political organizations, campaign finance, political broadcasting, lobbying registration, and ethics in public service. (Summer) |
| 265 |
Special Topics (3) |
Staff |
| |
Topic to be announced in the Schedule of Classes. |
| 266 |
Budgetary Policy (3) |
Staff |
| |
Analysis of U.S. monetary and fiscal policy. Off-campus only. (Spring) |
| 267 |
Budgetary Politics (3) |
Staff |
| |
Examination of federal budget policymaking and politics. Off-campus only. (Fall) |
| 268 |
PACs and Congress (3) |
Staff |
| |
Political action committees in the United States in the context of wider arenas of campaign finance, elections, and issue management. |
| 269 |
Specialized Skills in Political Management (1) |
Staff |
| |
Topic to be announced in the Schedule of Classes. May be repeated, provided the topic differs, to a maximum of 6 credits. |
| 280 |
Leadership and Politics (3) |
Staff |
| |
Leadership in the political realm in comparison to the corporate and nonprofit sectors. (Spring) |
| 281 |
Running for Office (3) |
Faucheux |
| |
Electoral politics from the perspective of the candidate, strategic and personal factors involved in the decision to run, consequences of victory or defeat.(Summer) |
| 282 |
Leadership in Public Office (3) |
Staff |
| |
How elected officials must govern while balancing electoral support and policy perspectives. (Spring) |
| 290 |
Independent Study (3 to 6) |
Staff |
| 295 |
Advanced Problems and Strategy (3) |
Arterton |
| |
Capstone seminar that integrates research skills and political techniques required to define political objectives and develop the appropriate strategies to accomplish such objectives. Students must have completed 24 credit hours to enroll in this course. (Fall, spring, and summer) |
| 298 |
Graduate Internship in Political Management (0) |
|
| 299–300 |
Thesis Research (3–3) |
Staff |
| |
Master's degree candidates must apply to the program committee for thesis approval and have completed 24 credit hours with a 3.3 GPA. |
