Natalie Privett

Natalie Privett
Assistant Professor of Management and Policy

Natalie Privett is an Assistant Professor of Management and Policy at the Wagner Graduate School of Public Service at New York University. Her research and focus as an educator, is  operations and supply chain management in the context of international public service. Operations Management, as Privett’s discipline is called, is an interdisciplinary field encompassing engineering, business, applied mathematics, economics, and statistics. It focuses on improved decision making and efficient processes for complex problems and systems.

As an educator, Privett’s goal is to both equip and inspire students to use analytical and quantitative tools for transformation and change.  She believes that quantitative and decision-based courses provide critical tools for the managers, policymakers and researchers of tomorrow.

Privett’s research lies at the intersection of operations management, nonprofit studies, and global public health and focuses on applying the theories and tools of operations management in philanthropy and civil society.  While NGOs and other global civil society actors, are intervening in developing geographies for operational outcomes including lower market prices and increased availability of goods, the question remains, Who, how, where, when and what operational intervention should be executed achieve these goals. Privett’s multidisciplinary research aims to explore the notion of strategic operational interventions to improve health delivery and markets in developing countries.

Prior to joining Wagner, she was a Postdoctoral Research Fellow at the MIT-Zaragoza Logistics Program in Zaragoza, Spain.  She received her PhD and Masters degrees from Stanford University’s department of Management Science & Engineering, specialized in operations management.  Prior to graduate school, Privett earned her undergraduate degree in Industrial Engineering from Texas A&M University and subsequently worked as an industrial engineer.

Semester Course
Fall 2013 PADM-GP.2170.001 Performance Measurement and Management for Public, Nonprofit, and Health Care Organizations

All public and not-for-profit organizations must assemble and report information on their performance. The need for performance measures goes beyond legal and regulatory requirements. To provide services effectively and efficiently, managers need information to make decisions. This course focuses on what performance measures are needed, how they should be created and what forms of communication are most effective.


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Fall 2013 PADM-GP.2170.002 Performance Measurement and Management for Public, Nonprofit, and Health Care Organizations

All public and not-for-profit organizations must assemble and report information on their performance. The need for performance measures goes beyond legal and regulatory requirements. To provide services effectively and efficiently, managers need information to make decisions. This course focuses on what performance measures are needed, how they should be created and what forms of communication are most effective.


Download Syllabus
Fall 2013 PADM-GP.2173.001 Operations Management for Public, Nonprofit and Health Contexts

Operations management specifically involves the analysis, design, operation, and improvement of the systems and processes that deliver goods or services and ultimately outputs and outcomes. It is required to achieve the organization’s mission, provide value to the organization’s many stakeholders, and effectively translate policy into action. As such, operations management plays an important part of being an effective manager and policy implementer. In this course, we will develop a lens to perceive processes and systems in a variety of contexts along with an analytical toolbox to examine and understand these. Students will learn how to build basic operations models in Excel to make effective, evidence-based managerial, design, and policy decisions as well as gain defined analytical skills that lend themselves to roles in operations, management, hospital management, policy implementation, human services, consulting, and much more.


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Spring 2013 PADM-GP.2173.001 Operations Management for Public, Nonprofit and Health Contexts

Operations management specifically involves the analysis, design, operation, and improvement of the systems and processes that deliver goods or services and ultimately outputs and outcomes. It is required to achieve the organization’s mission, provide value to the organization’s many stakeholders, and effectively translate policy into action. As such, operations management plays an important part of being an effective manager and policy implementer. In this course, we will develop a lens to perceive processes and systems in a variety of contexts along with an analytical toolbox to examine and understand these. Students will learn how to build basic operations models in Excel to make effective, evidence-based managerial, design, and policy decisions as well as gain defined analytical skills that lend themselves to roles in operations, management, hospital management, policy implementation, human services, consulting, and much more.


Download Syllabus
Fall 2012 PADM-GP.2170.002 Performance Measurement and Management for Public, Nonprofit, and Health Care Organizations

All public and not-for-profit organizations must assemble and report information on their performance. The need for performance measures goes beyond legal and regulatory requirements. To provide services effectively and efficiently, managers need information to make decisions. This course focuses on what performance measures are needed, how they should be created and what forms of communication are most effective.


Download Syllabus
  Projects
Intersection of Operations and Policy
Description
Date Publication/Paper
2012

Privett, Natalie 2012. Operations Management in Community-Based Nonprofit Organizations In M. Johnson (Ed.), Community-Based Operations Research Volume 167, 2012, pp. 67-95 . Springer New York

2011

N. Privett and F. Erhun 2011. Efficient Funding: Auditing in the Nonprofit Sector Manufacturing & Service Operations Management. 13(4) 471-488.
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Abstract

Nonprofit organizations are a critical part of society as well as a growing sector of the economy. For funders there is an increasing and pressing need to ensure that society reaps the most social benefit for their money while also developing the nonprofit sector as a whole. By routinely scrutinizing nonprofit reports in an effort to deduce whether a nonprofit organization is efficient, funders may believe that they are, in fact, giving responsibly. However, we find that these nonprofit reports are unreliable, supporting a myriad of empirical research and revealing that report-based funding methods do not facilitate efficient allocation of funds. In response, we develop audit contracts that put funders in a position to enact change. Auditing, perhaps obviously, supports funders; however, we find that it also benefits the population of nonprofits. Moreover, auditing results in improved efficiency for the nonprofit sector overall. Indeed, our conclusions indicate that nonprofits may want to work with funders to increase the use of auditing, consequently increasing efficiency for the sector overall and impacting society as a whole.

2008

Dalal, P., T.Q. Hu, M.J. Tao, S.K.P. Sum, S. Lee, N. Privett, J.T.C. Shun and S.X. Wei, 2008. RFID Solutions for the High­‐Tech Industry Stanford University, Hong Kong University of Science and Technology, and SAP Research