Twin Cities campus

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Twin Cities Campus

Arts and Cultural Leadership M.P.S.

CCAPS Graduate Programs Instruction
College of Continuing and Professional Studies
Link to a list of faculty for this program.
Contact Information
College of Continuing Education, M.P.S. in Arts and Cultural Leadership, 20 Ruttan Hall, 1994 Buford Avenue, St. Paul, MN 55108 (612-624-4000; fax: 612- 626-2800)
  • Program Type: Master's
  • Requirements for this program are current for Fall 2012
  • Length of program in credits: 32
  • This program does not require summer semesters for timely completion.
  • Degree: Master of Professional Studies
Along with the program-specific requirements listed below, please read the General Information section of this website for requirements that apply to all major fields.
This program prepares students for both administrative and leadership roles in professional leadership of arts-related nonprofit organizations. It is aimed at career arts administrators in nonprofit arts and cultural organizations looking for a graduate degree to boost their advancement in the field and/or to interact with other students/faculty in discussing artistic leadership, planning, and policy. It is available to career administrators working in fields not directly related to the arts, but who want new careers in arts-related nonprofit organizations. The program of study leads to a master's degree that is: individualized, allowing students to tailor electives and a capstone project to their unique interests; interdisciplinary, including required interdisciplinary seminars and elective coursework drawn from two or more academic departments at the University; and career focused, with a capstone project centered on an issue or topic expressly related to the student's career interest.
Program Delivery
  • via classroom (the majority of instruction is face-to-face)
Prerequisites for Admission
The preferred undergraduate GPA for admittance to the program is 3.00.
To be admitted, students must have a bachelor's degree from an accredited post-secondary U.S. institution or its foreign equivalent.
Other requirements to be completed before admission:
At least 3 years of relevant work experience is required. Factors of academic preparation, relevant experience, evidence of readiness and maturity, writing ability, and reasons for seeking the degree will be taken into account as part of the admissions review. GRE scores may be submitted, but are not required.
Special Application Requirements:
The application package must include official transcripts of all baccalaureate and post-baccalaureate work, a current resume, two letters of reference, a two- to three-page written statement of purpose in which the student elaborates on his or her interest in the program, and an additional writing sample of approximately 10 pages. Application deadlines are in spring for summer term and fall semester admission, and fall for spring semester admission. Please refer to the program website for further details.
International applicants must submit score(s) from one of the following tests:
  • TOEFL
    • Internet Based - Total Score: 79
    • Internet Based - Writing Score: 21
    • Internet Based - Reading Score: 19
    • Paper Based - Total Score: 550
  • IELTS
    • Total Score: 6.5
  • MELAB
    • Final score: 80
Key to test abbreviations (TOEFL, IELTS, MELAB).
For an online application or for more information about graduate education admissions, see the General Information section of this website.
Program Requirements
Plan B: Plan B requires 32 major credits and up to credits outside the major. The final exam is written and oral. A capstone project is required.
Capstone Project: The Final Project Seminar (APS 8002) is designed to help students bring their respective projects/papers to closure.There are two paths to completing final project/paper: 1. A field-based project undertaken within a specific organization. The student will be supervised by both their faculty adviser and a field site supervisor who will serve as co-adviser. (Preferred.) 2. Thesis-length papers (50-80 pages) will be written under supervision of the student's adviser, and should integrate skills and knowledge acquired in the program. The papers should investigate or illuminate an area of knowledge within the study of leadership, as it pertains to the arts and cultural sector. (Students who are considering this option should meet with the faculty director.)
This program may be completed with a minor.
Use of 4xxx courses toward program requirements is permitted under certain conditions with adviser approval.
A minimum of 32 credits are required for completion of the MPS degree. Take core courses for a letter grade, earning a B- or better. Obtain a cumulative GPA for all degree course work of 2.8 or better.
Required courses (14 credits)
MBS 6001 - Introduction to Research in the Biological Sciences (1.0 cr)
ACL 5211 - Trends and Impacts in Arts and Cultural Leadership and Management (3.0 cr)
ACL 5221 - Creative Entrepreneurship and Resource Development (3.0 cr)
ACL 5231 -  Ethical Dilemmas and Legal Issues for Cultural Leaders (3.0 cr)
ACL 6201 - Reimagining Cultural Leadership (3.0 cr)
ACL 6202 {Inactive} (2.0 cr)
APS 8002 Final Project Seminar
Selected applications courses (6 credits)
Required: At least two of the following courses with selection based on prior experiences. PA 5003 - Introduction to Financial Analysis and Management is required for students without significant experience in this area.
Take 2 or more course(s) totaling 6 or more credit(s) from the following:
· PA 5011 - Dynamics of Public Affairs Organizations (3.0 cr)
· PA 5101 - Management and Governance of Nonprofit Organizations (3.0 cr)
· PA 5104 - Human Resource Management for Public and Nonprofit Organizations (3.0 cr)
· PA 5003 - Introduction to Financial Analysis and Management (1.5 cr)
· PA 5111 {Inactive} (3.0 cr)
· PA 5251 - Strategic Planning and Management (3.0 cr)
· PA 5103 - Leadership and Change (1.5-3.0 cr)
Electives (9 credits)
Elective courses must be selected from two or more academic departments. Studio or applied courses, such as a course in painting or piano, may not be included as electives. Electives should relate to the professional tasks required of arts leaders or enhance student's understanding of the arts within a broader cultural context. Examples include, but are not limited to the courses listed below.
Take 9 or more credit(s) from the following:
· ACL 5950 - Special Topics (1.0-4.0 cr)
· TH 5780 {Inactive} (2.0-4.0 cr)
· LS 5100 {Inactive} (1.0-4.0 cr)
· JOUR 4263 - Strategic Communication Campaigns (3.0 cr)
· JOUR 5251 - Strategic Communication Theory (3.0 cr)
· MUS 5950 - Topics in Music (1.0-4.0 cr)
· MST 5011 - Museum History and Philosophy (3.0 cr)
· MST 5012 - Museum Practices (3.0 cr)
· Other electives chosen in consultation with student's adviser.
 
More program views..
View college catalog(s):
· College of Continuing and Professional Studies

View future requirement(s):
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· Fall 2022
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· Fall 2020
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· Spring 2014

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MBS 6001 - Introduction to Research in the Biological Sciences
Credits: 1.0 [max 1.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
This course introduces students in the MBS program to resources available to them at the University of Minnesota and in the College of Continuing and Professional Studies. Students will prepare and deliver a scientific presentation and write a critical analysis of a topic in their planned area of concentration. Students also will explore ethical issues in the biological sciences and learn how to avoid plagiarism. This is a hybrid course that includes both online activities and classroom meetings. Required of all MBS students.
ACL 5211 - Trends and Impacts in Arts and Cultural Leadership and Management
Credits: 3.0 [max 6.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Through discussion and analysis, research and peer presentation projects, this seminar will investigate and question the theoretical nuances from which nonprofit arts and cultural organizations are built and the practical influences that affect them daily. Leadership in the cultural sector is evolving rapidly; textbook strategies are being re- evaluated and organizations are re-inventing themselves in creative ways in response to current social and economic conditions. Emphasis is placed on current events, immediate and long- term trends and research into what is happening now. Topics include the role of arts and cultural organizations within the community; past, current and future concepts in organizational structures; and the application of traditional and integrated relationship-based strategies.
ACL 5221 - Creative Entrepreneurship and Resource Development
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
An entrepreneurial approach to developing resources (including financial, human, and partnership) for arts and culture based enterprises whether using a nonprofit, for-profit or social enterprise business model. The course will investigate and discuss the complexities and nuances of how to determine the appropriate business model and develop both earned and philanthropic income. Students focus on framing and articulating the relevance of the enterprise as well as understanding the perspectives of audiences, customers, funders and donors. The course also explores the role of communications strategies in support of fundraising, and the importance of leadership in acquiring resources to sustain and grow successful organizations. Students develop both a broad understanding of resources as well as detailed strategies for supporting work in arts and culture based enterprises.
ACL 5231 - Ethical Dilemmas and Legal Issues for Cultural Leaders
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
This course explores topics in ethics, law and leadership. Through interactive sessions, readings, presentations, discussions, papers and guest speakers, student-leaders will develop knowledge, tools and resources for assessment of ethical and legal issues within arts and cultural contexts. The course will engage student-leaders with an overview of relevant topics and a foundation for further exploration of self selected topics. Student-leaders will learn to spot issues and identify when to seek legal guidance, and assess considerations relevant to critical problem solving and informed decision-making.
ACL 6201 - Reimagining Cultural Leadership
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Fall Even Year
Seismic societal change has intensified calls for relevant, bold, innovative leadership to reimagine the roles and possibilities of arts and culture. Students will reflect on how their personal passions, strengths, and capabilities can help them meet this moment as cultural leaders. Students will examine cultural competency models and develop their vision of culturally intelligent leadership. They will explore systems of privilege and power in relation to arts and culture, and conceive of ways to promote diversity, equity, access, and inclusion. The course will cover other core leadership accountabilities, including strategic thinking, organizational change, community engagement, board and staff development, fiscal solvency, public advocacy, and crisis management. Students will be assigned to case presentation teams that explore specific arts and culture leadership challenges and generate corresponding strategies and solutions. Three cultural leaders will visit the class. Finally, students will write a synthesis paper identifying their personal mission and values, career aspirations, and how they will apply strategic and behavioral aspects of cultural leadership covered in class.
PA 5011 - Dynamics of Public Affairs Organizations
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall & Spring
Critical analysis of organizations in the world of public affairs from multiple levels - including the individual, group, organization, and sector - and the dynamics of relationships among them. Develop actionable recommendations to improve organizational effectiveness in the context of multiple (often contested) prosocial purposes and conflicting stakeholder demands. Memo writing, case analyses, simulations, guest speakers, and self-awareness exercises
PA 5101 - Management and Governance of Nonprofit Organizations
Credits: 3.0 [max 3.0]
Typically offered: Every Fall
Theories, concepts, and real world examples of managerial challenges. Governance systems, strategic management practices, effect of funding environments, management of multiple constituencies. Types of nonprofits using economic/behavioral approaches. prereq: Grad student or instr consent
PA 5104 - Human Resource Management for Public and Nonprofit Organizations
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Theory/practice of developing, utilizing, and aligning human resources to improve culture/outcomes of nonprofit/public organizations. HR strategy, individual diversity, leadership, selection, training, compensation, classification, performance appraisal, future HR practices.
PA 5003 - Introduction to Financial Analysis and Management
Credits: 1.5 [max 1.5]
Grading Basis: A-F or Aud
Typically offered: Every Fall, Spring & Summer
Finance/accounting concepts/tools in public/nonprofit organizations. Fund accounting. Balance sheet/income statement analysis. Cash flow analysis. Public/nonprofit sector budgeting processes. Lectures, discussions. Cases. prereq: Public policy major/minor or major in development practice, public affairs or liberal studies or grad nonprofit mgmt cert or instr consent
PA 5251 - Strategic Planning and Management
Credits: 3.0 [max 3.0]
Grading Basis: OPT No Aud
Typically offered: Periodic Fall
Theory and practice of strategic planning and management for public and nonprofit organizations and networks. Strategic planning process, management systems; stakeholder analyses. Tools and techniques such as purpose expansions, SWOT analyses, oval mapping, portfolio analyses, and logic models.
PA 5103 - Leadership and Change
Credits: 1.5 -3.0 [max 3.0]
Typically offered: Periodic Spring
Models of change/leadership. How leaders can promote personal, organizational, and societal change. Case studies, action research. Framework for leadership and change.
ACL 5950 - Special Topics
Credits: 1.0 -4.0 [max 12.0]
Grading Basis: A-F or Aud
Typically offered: Periodic Fall, Spring & Summer
Special topics. prereq: dept consent
JOUR 4263 - Strategic Communication Campaigns
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall & Spring
This course provides an in-depth look at all aspects of strategic communications culminating in the development of a strategically sound communications campaign. Emphasis is on ?real-life? examples of campaigns, their creation, and development. All essentials of developing a strategic campaign are covered, including advertising strategy, positioning, developing creative, consumer research, planning and setting objectives, media strategies, budgeting, public relations programs, and promotion. This course is designed to bring together all aspects of communications planning that students have gained from previous classes. The class will focus on the integration of various techniques and elements available to most effectively create a strategic communications campaign. This course will simulate the teamwork involved in working in a strategic communications agency. Case studies will be used extensively to apply the theory to the practice in a meaningful, memorable way. prereq: [JOUR 3004 or 3004H], JOUR 3201, any 32xx skills course, any 4/5xxx skills course or coreq, Strat Comm major
JOUR 5251 - Strategic Communication Theory
Credits: 3.0 [max 3.0]
Typically offered: Every Spring
This course is an introduction to psychologically-grounded concepts, theories and research and their applications for strategic communication. The course objectives involve comprehension and application of a range of psychological concepts and theories related to attitude development, susceptibility to message influence, and opinion formation and change. The course will provide opportunities to apply theoretical concepts to critically evaluate strategic communications (advertising, public relations, brand marketing, etc.) and to use psychological theory and research to inform the development of communication strategies. The course will examine how these theories help us understand communication processes in digital media environments, as well as how they inform relationship-building areas of strategic communication such as reputation and crisis management. The course will provide opportunities for students to apply concepts and theories to potential research for graduate degree capstone projects. Prereq: Strat Comm MA grad major
MUS 5950 - Topics in Music
Credits: 1.0 -4.0 [max 60.0]
Typically offered: Periodic Fall, Spring & Summer
Each offering focuses on a single topic. Topics specified in Class Schedule.
MST 5011 - Museum History and Philosophy
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Historical and philosophical roots of museums and emerging philosophical issues faced by museums today - from art, history, science, and youth to living collections, living history sites, and historic houses. Field trips to area museums.
MST 5012 - Museum Practices
Credits: 3.0 [max 3.0]
Prerequisites: Grad student or #
Grading Basis: A-F or Aud
Typically offered: Every Spring
Practical aspects of museum work. Standards, practices, responsibilities, issues, all set in greater museum context. Curatorial/educational duties, collections management, security, funding, boards, public relations, installation, budgeting. prereq: Grad student or instr consent