University of North Carolina at Charlotte
MPAD 02-15-10
Revised Graduate Curriculum Proposal
Department of Political Science
Masters in Public Administration
I.
TITLE: Extensive Revisions to the MPA Program’s Concentrations and
Course Offerings
Proposal Summary and Catalog Copy
II.
Content of Proposal
1. Summary
The Department of Political Science proposes to make the following revisions to the MPA
curriculum:
1) Create a new concentration in Public Finance.
2) Eliminate five courses from curriculum: MPAD 6140, MPAD 6144, MPAD 6170,
MPAD 6176, MPAD 6293
3) Combine MPAD 6291 & MPAD 6293 into one course.
4) Create seven new elective courses: MPAD 6312, MPAD 6314, MPAD 6316, MPAD
6318, MPAD 6332, MPAD 6350, MPAD 6352
5) Change the name of MPAD 6324.
6) Make minor corrections to the MPA Program section of the Graduate Catalogue.
2. Proposed Catalog Copy:
The MPA Program section of the Graduate Catalogue should be as follows:
The primary objective of the Master of Public Administration (MPA) degree program is to
provide professional training in public administration. The curriculum of this NASPAA
accredited program emphasizes the analysis of the political and administrative environments as
well as the administrative decision-making approaches of public administration. Application of
techniques and administrative skills to the management of nonprofit organizations is also
included in the curriculum. The methods of instruction employed in the program expose students
to a variety of approaches to public management.
Students may enroll in the Master of Public Administration program on either a full-time or parttime basis. The majority of classes are scheduled in the evening throughout the year. However,
classes are sometimes scheduled on Saturdays and during the afternoon. Classes meet on the
main campus and at UNC Charlotte Uptown Center.
Admission Requirements
Admission to the Master of Public Administration program is open to qualified graduates of
recognized colleges and universities accredited by a regional or general accrediting agency.
There are seven major requirements for admission:
1) Application in writing submitted to the Graduate Admissions Office, accompanied by the
application fee, which is neither deductible nor refundable.
2) Possession of a bachelor’s degree, or its equivalent, from an accredited college or university.
3) An undergraduate grade point average of at least 3.0 on a 4.0 scale.
4) An appropriate score on the Verbal, Quantitative, and Analytical portions of the Graduate
Record Exam (GRE). Although there is no required score for these exams, typically an
acceptable score would be above the 35th percentile. The average score for admitted
applicants is approximately 500 Verbal and 600 Quantitative.
5) A written statement of professional career goals and a description of any significant work
experience, particularly in the public or nonprofit sectors.
6) Three supporting letters of recommendation from professors or employers.
7) Submission of two official transcripts from all postsecondary educational institutions in
which the candidate was enrolled.
Prerequisite Requirements
In addition to the admission requirements, MPA students must complete the following prior to
taking MPAD 6126, MPAD 6131, MPAD 6134, and their elective coursework: POLS 1110,
Introduction to American Government (or the equivalent) with a grade of C or higher; STAT
1222, Elementary Statistics for the Social Sciences (or the equivalent) with a grade of C or
higher; and demonstrate proficiency in computer applications. Students may complete these after
admission into the program.
Degree Requirements
The Master of Public Administration program is structured in three distinct phases: 1) core, 2)
advanced work, and 3) directed study or research project. In all, the program requires 39 hours of
graduate credit for completion of the degree. The MPA Program Handbook, available on the
program website (http://mpa.uncc.edu), presents the most up-to-date listing of degree
requirements.
I. Core
All students are required to complete 18 hours in core study. The emphasis in the core is twofold:
(a) Understanding the various managerial and analytical approaches salient to the environment of
public administration, and (b) Achieving an overall perspective on the problems of public
administration. Students must attain a grade of B or higher in each core course prior to enrolling
in MPAD 6187 and MPAD 6188. Students earning grades of C in a core course must retake that
course at the earliest possible opportunity. The core courses are:
MPAD 6102
MPAD 6104
MPAD 6125
MPAD 6126
MPAD 6131
MPAD 6134
Foundations in Public Admin (3)
Public Organizations & Management (3)
Quantitative Research Methods in Public Administration (3)
Data Analysis for Decision Making (3)
Public Budgeting and Finance (3)
Human Resources Management (3)
II. Advanced Courses
a) Electives: The MPA program offers several advanced elective courses in areas important to
public administrators. With the approval of the Director, students may take advanced elective
work with other departments. Students are required to take a minimum of fifteen hours of
advanced electives unless they opt for the Directed Study option (see below) in which case they
need only take twelve hours of advanced electives. The MPA electives are:
MPAD 6000
MPAD 6128
MPAD 6142
MPAD 6143
MPAD 6160
MPAD 6172
MPAD 6174
MPAD 6184
MPAD 6185
MPAD 6210
MPAD 6211
MPAD 6290
MPAD 6291
MPAD 6292
MPAD 6310
MPAD 6311
MPAD 6312
MPAD 6314
MPAD 6316
MPAD 6318
MPAD 6324
MPAD 6326
MPAD 6327
MPAD 6328
MPAD 6329
MPAD 6330
MPAD 6332
MPAD 6350
MPAD 6352
MPAD 6820
Topics for Graduate Study in Public Administration (1-4)
Foundations of Public Policy Analysis
Managing Grants and Contracts in the Public & Nonprofit Sectors (3)
Introduction to Administrative Law (3)
Information Systems in Public Administration (3)
Administration of Health Care Systems in the U.S. (3)
Public Policy & Politics in Health Care Administration (3)
Urban Government and Politics
Intergovernmental Relations (3)
Aging and Public Policy (3)
Administration of Aging Programs (3)
Emergency Management (3)
Homeland Security & Terrorism (3)
Disaster Management (3)
Foundations of the Nonprofit Sector (3)
Intro to Nonprofit Management (3)
Fundraising (3)
Marketing for Arts & Nonprofit Organizations (3)
Introduction to Arts Administrations (3)
Arts Administration II (3)
Financial Analysis for Nonprofit Organizations (3)
Applied Economics for Public Administrators (3)
Internal Capacity Building in Nonprofit Organizations (3)
Urban & Community Development (3)
Nonprofit Organizations and their Environment (3)
Program Evaluation for the Public & Nonprofit Sectors (3)
Project Management (3)
Public Sector Financial Management I (3)
Public Sector Financial Management II (3)
Independent Study (1-3)
b) Capstone Seminar: Students are required to complete MPAD 6187: Advanced Seminar in
Public Management Problem Solving as a capstone course. Students must successfully complete
all of their core courses with a grade of B or better prior to enrolling in this course.
III. Directed Study or Research Applications (each MPA student must complete one of the
options “a” or “b”). Students must successfully complete all of their core courses with a grade of
B or better prior to enrolling in any courses listed in this section.
a) Research Applications: Students who select this option will complete a one-semester written
project course on an approved topic of significance in public administration or nonprofit
management. The project will include the submission of revised paper drafts based on instructor
evaluation. Students must enroll in the following course which is graded A, B, C, or U:
MPAD 6188 Research Applications in Public Administration (3)
b) Directed Study: Students who select this option will complete a written project on a topic of
significance based on a field experience or research in public administration, nonprofit
management, or arts administration. The Directed Study requires the following courses, graded
on a pass/unsatisfactory basis:
MPAD 6800 Directed Study in Public Administration (Proposal) (3)
MPAD 6801 Directed Study in Public Administration (Completed Study) (3)
University regulations governing the preparation and submission of Master’s theses apply to the
Directed Study option. Rules for the Directed Study committee are provided in the MPA
Program Handbook. Students who select option “b” may take one less elective course for 3
credits to complete the MPA degree in the required 39 hours.
Admission to Candidacy Requirements
Students are required to complete an “Application for Admission to Candidacy” due November
1st (for May graduation), September 1st (for December graduation), or May 1st (for August
graduation). This form lists all courses to be counted toward the degree. It must be signed by the
student and returned to the MPA Program office. The form is available online from the Graduate
School web page.
Internships
Each student in the Master of Public Administration Program is required to complete a field
experience. This requirement may be satisfied in one of these ways: (1) through a position in a
public or nonprofit organization; (2) through a position in a business where the work experience
is approved for internship by the MPA director; or (3) through an approved internship in a public
or nonprofit organization. Each student must complete an “MPA Internship Information” form
and submit it to the MPA office for approval. Forms to evaluate the internship experience must
also be completed. These forms are available in the main MPA office. Current guidelines for
the internship requirement are provided in the MPA Program Handbook.
Degree Concentrations
Students may either develop their own program of study with their elective credits or complete
one of five approved 15 credit hour concentrations. Students who choose a concentration must
focus their research in MPAD 6188, or MPAD 6800 and MPAD 6801 on an approved topic
related to the concentration subject matter.
Nonprofit Management
The nonprofit management concentration consists of fifteen credit hours within the MPA
curriculum. Students must fulfill the following requirements:
1-Students are required to take the following two courses:
MPAD 6311 Introduction to Nonprofit Management (3)
MPAD 6324 Financial Analysis for Nonprofit Organizations (3)
2-Students must complete two of the following courses:
MPAD 6142 Managing Grants and Contracts in the Public & Nonprofit Sectors (3)
MPAD 6310 Foundations of the Nonprofit Sector (3)
MPAD 6312 Fundraising (3)
MPAD 6314 Marketing for Arts & Nonprofit Organizations (3)
MPAD 6316 Introduction to Arts Administration (3)
MPAD 6318 Arts Administration II (3)
MPAD 6327 Internal Capacity Building in Nonprofit Organizations (3)
MPAD 6329 Nonprofit Organizations and their Environment (3)
MPAD 6330 Program Evaluation for the Public & Nonprofit Sectors (3)
MPAD 6332 Project Management (3)
3-Students must complete an additional three credit hours of MPAD electives.
Appropriate non-MPAD courses may be taken within this concentration upon approval of the
student’s advisor and the MPA Director.
Urban Management and Policy
The urban management and policy concentration consists of fifteen credit hours within the MPA
curriculum. Students must fulfill the following requirements:
1-Students are required to take the following two courses:
MPAD 6184 Urban Government and Politics (3)
MPAD 6185 Intergovernmental Relations (3)
2-Students must complete two of the following courses:
MPAD 6128 Foundations of Public Policy (3)
MPAD 6142 Managing Grants and Contracts in the Public & Nonprofit Sectors (3)
MPAD 6143 Introduction to Administrative Law (3)
MPAD 6160 Information Systems in Public Administration (3)
MPAD 6290 Introduction to Emergency Management (3)
MPAD 6324 Financial Analysis for Nonprofit Organizations (3)
MPAD 6326 Applied Economics for Public Administrators (3)
MPAD 6328 Urban and Community Development (3)
MPAD 6330 Program Evaluation for the Public & Nonprofit Sectors (3)
MPAD 6332 Project Management (3)
MPAD 6350 Public Sector Financial Management I (3)
MPAD 6352 Public Sector Financial Management II (3)
GEOG 5155 Retail Location (3)
GEOG 5190 Geographic Info Systems for Non-Majors (3) or GEOG 5120 Introduction to
Geographic Information Systems (3)
GEOG 5210 Urban Planning Methods (3)
GEOG 5260 Transportation Policy Formulation (3)
GEOG 6300 Applied Regional Analysis (3)
GEOG 6301 Industrial Location (3)
GEOG 6500 Urban Planning: Theory and Practice (3)
3-Students must complete an additional three credit hours of MPAD electives.
Appropriate non-MPAD courses may be taken within this concentration upon approval of the
student’s advisor and the MPA Director.
Public Finance
The public finance concentration consists of fifteen credit hours within the MPA curriculum.
Students must fulfill the following requirements:
1-Students are required to take the following three courses:
MPAD 6326 Applied Economics for Public Administrators (3)
MPAD 6350 Public Sector Financial Management I (3)
MPAD 6352 Public Sector Financial Management II (3)
2-Students must complete two of the following courses:
MPAD 6142 Managing Grants and Contracts in the Public & Nonprofit Sectors (3)
MPAD 6184 Intergovernmental Relations (3)
MPAD 6324 Financial Analysis for Non-Profit Organizations (3)
MPAD 6330 Program Evaluation for the Public & Nonprofit Sectors (3)
MPAD 6332 Project Management (3)
ECON 6112 Graduate Econometrics (3)
ECON 6218 Advanced Business and Economic Forecasting (3)
MBAD 6159 Real Estate Development (3)
Appropriate non-MPAD courses may be taken within this concentration upon approval of the
student’s advisor and the MPA Director.
Arts Administration
Prerequisites: For students with an undergraduate degree not in the arts: You are required to take
no less than four 3-credit hour undergraduate arts courses (or the equivalent) in order to
develop the necessary foundation of appreciation for the arts required of arts administrators.
The exact set of courses will be determined by the field of arts on which you desire to focus and
in consultation with your advisor. The prerequisites vary by visual arts, dance, theater, and
music. Ideally, these prerequisites will be completed prior to admission into the MPA program.
However, students who opt for the arts administration concentration after being admitted to the
MPA program will have to complete these prerequisites prior to admission into MPAD 6316,
MPAD 6187, or MPAD 6188. Substantive professional experience in the arts field can be used
as a substitute or partial substitute (e.g., students may be required to take less than 4 arts courses)
for the undergraduate prerequisites at the discretion of the MPA Director.
The arts administration concentration consists of fifteen credit hours within the MPA curriculum.
Students must fulfill the following requirements:
1-Students are required to take the following two courses:
MPAD 6311 Introduction to Nonprofit Management (3)
MPAD 6316 Introduction to Arts Administration (3)
2-Students must complete at least one of the following courses:
MPAD 6312 Fundraising (3)
MPAD 6314 Marketing for Arts & Nonprofit Organizations (3)
3-Students must complete one of the following courses:
MPAD 6128 Foundations of Public Policy (3)
MPAD 6142 Managing Grants and Contracts in Public & Non-Profit Sectors (3)
MPAD 6160 Information Systems in Public Administration (3)
MPAD 6324 Financial Analysis for Non-Profit Organizations (3)
MPAD 6327 Internal Capacity Building in Nonprofit Organizations (3)
MPAD 6329 Nonprofit Organizations and their Environment (3)
MPAD 6318 Arts Administration II (3)
COMM 5102 Federal Interpretation of the First Amendment (3)
COMM 6145 Communication Campaign Management (3)
COMM 6146 Media Relations (3)
HIST 6310 History Museums (3)
ANTH 5120 Intercultural Communications (3)
ENGL 5182 Information Design & Digital Publishing (3)
4-Students must complete an additional three credit hours of MPAD electives.
Appropriate non-MPAD courses may be taken within this concentration upon approval of the
student’s advisor and the MPA Director.
Emergency Management
The arts administration concentration consists of fifteen credit hours within the MPA curriculum.
Students must fulfill the following requirements:
1-Students are required to take the following two courses:
MPAD 6290 Emergency Management (3)
MPAD 6185 Intergovernmental Relations
2-Students must complete one of the following four courses:
MPAD 6142 Managing Grants and Contracts in Public & Non-Profit Sectors (3)
MPAD 6291 Homeland Security & Terrorism (3)
MPAD 6292 Introduction to Disaster Management (3)
GEOG 5190 Geographic Information Systems for Non-Majors (3) or GEOG 5120
Introduction to Geographic Information Systems (3)
3-Students must complete one of the following courses:
MPAD 6128 Foundations of Public Policy (3)
MPAD 6143 Administrative Law (3)
MPAD 6160 Information Systems in Public Organizations (3)
MPAD 6184 Urban Government and Politics (3)
MPAD 6324 Financial Analysis for Nonprofit Organizations (3)
MPAD 6330 Program Evaluation for the Public & Nonprofit Sectors (3)
MPAD 6332 Project Management (3)
GEOG 5130 Advanced Geographic Information Systems (3)
CJUS 5103 International Criminal Justice
CJUS 6120 Criminal Justice Mgmt & Decision Making (3)
CJUS 6132 Legal Issues in Law Enforcement
COMM 5102 Federal Interpretation of the First Amendment (3)
COMM 6120 Communication and the Network Society (3)
PSYC 6155 Community Psychology (3)
ITIS 5250 Computer Forensics (3)
CSLG 7680 Crisis Counseling (3)
4-Students must complete an additional three credit hours of MPAD electives.
Appropriate non-MPAD courses may be taken within this concentration upon approval of the
student’s advisor and the MPA Director.
Advising
Each student is assigned an advisor and given access to the MPA Program Handbook when
admitted to the program. The advisor is a member of the MPA Program faculty. Students should
meet with their advisors each semester to develop a schedule before registering. Students are
also encouraged to meet with the Program Director for additional advising when necessary.
Transfer Credit
Up to six credits taken at another university can be transferred to the MPA program on the
recommendation of the Director and the approval of the Dean of the Graduate School.
Scholarships
1) The North Carolina City and County Management Association funds a scholarship for an
MPA student to help train students for careers in North Carolina local government. The MPA
Program selection committee nominates the eligible recipient each fall.
2) Burkhalter Alumni Scholarship. The MPA Alumni Association has established a scholarship
fund to honor a former Charlotte City Manager.
Brown-Dorton MPA Scholarship. The MPA selection committee nominates eligible
recipients each fall.
4) Other awards are available on a competitive basis through the Graduate School.
5) Other professional associations occasionally offer scholarships for which MPA students have
competed successfully.
3)
Public Service Fellowships
The department works with local area government and nonprofit agencies to provide fellowships
to students on a competitive basis. Host agencies employ fellows on a part-time basis (20 hours
per week) for a period of one to two years. In exchange for their services, agencies pay fellows a
small stipend and tuition expenses for Fall and Spring semesters.
Assistantships
The department offers a number of graduate assistantships each academic year. To apply for an
assistantship students must check the appropriate box on the Graduate Admissions form.
Graduate assistantships are also available in several administrative units on campus. The
application form is available online from the Graduate School web page.
Tuition Waivers
Out-of-state tuition waivers are available to students appointed to graduate assistantships. These
are awarded on a competitive basis. Partial waivers of in-state tuition are also awarded
competitively to students who are residents of North Carolina. A limited number of partial
tuition awards are made available through the Graduate School.
Financial Assistance
Other forms of financial aid, such as loans, are available. Students should contact the Financial
Aid Office at 704-687-2461 for further information. Several administrative units on campus also
employ graduate students.
COURSES IN PUBLIC ADMINISTRATION
MPAD 6000. Topics for Graduate Study in Public Administration. (1-4) Intensive study of a
topic in public administration. The topic of investigation may vary from semester to semester.
May be repeated for credit. (On demand) (Evening)
MPAD 6102. Foundations in Public Administration. (3) Pre- or Co-requisite: POLS 1110
Introduction to American Government (or the equivalent). Consideration of the political context
of contemporary public administration, with attention to the role of administration in the policy
process, the legal basis for public administration, legislative-executive relations, and
accountability, ethics, and responsibility in democratic administration. (Fall, Spring) (Evening)
(MPAD only)
MPAD 6104. Public Organizations and Management. (3) Pre- or Co-requisite: POLS 1110
Introduction to American Government (or the equivalent). Changing images of people,
organizations and organizational environments; research findings and applications related to
organization structure, motivation, leadership, communications, decision-making, group
dynamics, interpersonal skills; ethics and values important to the study and practice of
organizational leadership; and assessment of value systems and the impact of competing value
systems on public and organizational policy making. (Fall, Spring) (Evening) (MPAD only)
MPAD 6125. Research Methods for Public Administrators. (3) Pre- or Co-requisite: STAT
1222 Elementary Statistics (or the equivalent). An introduction to the application of social
science research methods to problems in public management and policy. Topics include research
design, measurement, data collection techniques, sampling, and decision-making theory.
Includes basic introduction to the manipulation of data sets with statistical software. (Fall,
Spring) (Evening) (MPAD only)
MPAD 6126. Data Analysis for Decision Making. (3) Pre-requisite: STAT 1222 Elementary
Statistics (or the equivalent) and MPAD 6125. Continues MPAD 6125 by developing
proficiency with an array of statistical procedures and tools for choosing which procedure
applies to various decision making situations. Focus is on problem setup, computer-based
computations, and outcome interpretation in applied settings. (Fall, Spring) (Evening) (MPAD
only)
MPAD 6128. Foundations of Public Policy. (3) An examination of the role of public
administrators in the policy process. Topics focus on issue formation, agenda setting, decision
making, implementation, and policy evaluation. Course emphasizes the role of political actors
and institutional constraints in various policy arenas. (Alternate years) (Evening)
MPAD 6131. Public Budgeting and Finance. (3) Pre- or Co-requisite: POLS 1110,
Introduction to American Government (or the equivalent). An introduction to the basics of public
finance and an examination of the theory and development of public budgeting, the budget
processes, the budget cycle, budget reforms, capital budgets, revenue sources, taxation policies
and processes, intergovernmental fiscal relations and governmental accounting practices, debt
management and cash management in public organizations. (Fall, Spring) (Evening) (MPAD
only)
MPAD 6134. Human Resources Management. (3) Pre- or Co-requisite: POLS 1110,
Introduction to American Government (or the equivalent). Study of the context of public
personnel administration; basic functions of job evaluation and compensation, employee rights
and responsibilities; the legal constraints including equal opportunity, health and safety,
collective bargaining; government productivity. (Spring, Summer) (Evening) (MPAD only)
MPAD 6141. Conflict Management in Public Organizations. (3) Deals with how to handle
conflict within public and nonprofit agencies, as well has between organizations. Students will
examine how the “publicness” of government agencies makes conflict management an especially
difficult endeavor. (On Demand) (Evening)
MPAD 6142. Managing Grants and Contracts in the Public & Nonprofit Sectors. (3)
Understanding government contracting and practice in government grant proposal writing with
the development of contract administration skills. (Alternate years) (Evening)
MPAD 6143. Introduction to Administrative Law. (3) Prerequisite: MPAD 6102 or
permission of the instructor. Examines the legal principles governing the modern administrative
state, including: the Constitutional status of administrative agencies; legislative, judicial, and
executive control of administrative agencies; discretion in making, adjudicating, and enforcing
law and policy; the Administrative Procedures Act; and judicial review of agency action.
(Alternate years) (Evening)
MPAD 6160. Information Systems in Public Administration. (3) Issues involved in
administering and managing information system resource activities in public organizations.
Topics include the system development life cycle including issues ranging from information
system design and development through installation and evaluation. Special emphasis on
challenges to achieving improved performance through information technologies in the public
sector. (On demand) (Evening)
MPAD 6172. Administration of the Health Care Systems in the United States. (3) Crosslisted as HADM 6100. Components of the health care system in the United States, with
emphasis on the relationships among public (local, state and federal), private, voluntary and
nonprofit entities; including points of access for recipients of health care; relationships with other
human services and professions involved in providing health care; and the regulatory
environment governing these relationships. (On demand) (Evening)
MPAD 6174. Public Policy and Politics in Health Care Administration. (3) Cross-listed as
HADM 6142. Prerequisite HADM 6100; MPAD 6172. Examination of the formulation,
adoption and implementation of public policy for health care through federal, state and local
political processes. (On demand) (Evening)
MPAD 6184. Urban Government & Politics. (3) Prerequisite: MPAD 6102 or permission of
the instructor. Introduces students to urban affairs: the development of urban areas, the
structures of local governmental bodies, the actors common to urban political scenes, and the
incentives that motivate citizens and city officials. Illustrates urban policy issues such as
poverty, race, transportation, housing, public safety, education, economic development, land-use,
and service delivery. (Fall) (Evening)
MPAD 6185. Intergovernmental Relations. (3) Survey of the complex relationships of
governments in an urban environment set in the federal system. A review of the problems created
by that system and the approaches to their solutions. (Spring) (Evening)
MPAD 6187. Advanced Seminar in Public Management Problem Solving. (3) Prerequisite:
all core courses. Seminar viewed as a capstone to the student's coursework in public
management and is required to be taken by all students. Seminar devoted to topics in public
management, which involve problem identification and solution. Permit Only. (Fall, Spring)
(Evening)
MPAD 6188. Research Applications in Public Administration. (3) Prerequisite: all core
courses. Preparation of a major paper on a topic of significance in public or nonprofit
administration. Topics must be approved by the instructor, and paper drafts will be revised by the
student following evaluation by the instructor. Each paper must be well grounded in the
appropriate professional literature and must demonstrate competence in professional
communication skills. Permit Only. (Fall, Spring) (Evening)
MPAD 6210. Aging and Public Policy. (3) Examination of the public policy making process
with attention to aging policy. Consideration of determinants of aging policy and institutions and
actors in the policy making process and piecemeal development of legislation will be analyzed as
factors related to the making of policy for the aged. (Same as GRNT 6210) (Alternate years)
(Evenings)
MPAD 6211. Administration of Aging Programs. (3) Cross-listed as GRNT 6211. Focus will
be the implementation of public policies and programs for the aged and the development and
administration of these programs. Students will become familiar with the process through which
policies are transformed into aging programs and the budgetary, management and evaluative
considerations that must be considered. (Alternate years) (Evenings)
MPAD 6290. Emergency Management. (3) This course focuses on the principles and practices
of emergency management at the local, state, and national levels and will explore the concepts of
preparedness, mitigation, response and recovery. The course will also be conducted from the
perspective of emergency management’s impact on local government and infrastructure, and the
community’s ability to prepare for, respond to, and recover from a wide array of catastrophes.
(Spring) (Evening)
MPAD 6291. Homeland Security & Terrorism. (3) This course investigates the organization
and operation of the Department of Homeland Security, with a special emphasis placed on how
the Department deals with the threat of terrorism. Strategies and tactics for fighting terrorism as
well as other threats to homeland security will be examined. (On Demand) (Evening)
MPAD 6292. Disaster Management. (3) Emergency managers must be prepared to face a wide
variety of natural, technological and public health disasters in their communities. Having a good
understanding of a potential disaster’s unique characteristics and dynamics can help an
emergency manager better prepare for the worst-case scenario. This course focuses on a series
of natural and weather-related disasters, technological or man-made disasters and public health
disasters. (Spring) (Evening)
MPAD 6310. Foundation of the Nonprofit Sector. (3) Survey of the history, culture and legal
foundation of the nonprofit sector. Key definitions, scope and relationships between the
nonprofit, for profit and government sectors are discussed. Examines current policy issues
confronting nonprofits. (On Demand) (Evening)
MPAD 6311. Introduction to Nonprofit Management. (3) Examination of the structure,
function and administration of nonprofit organizations. Developing strategies to ensure financial
and ethical management. (Fall) (Evening)
MPAD 6312. Fundraising. (3) This course will provide a comprehensive overview of
fundraising techniques geared toward various types of nonprofit organizations including
education, health, arts and social services. Topics include: Annual giving, major gifts, estate
planning, working with corporations and foundations, ethics and legal responsibilities. Students
will learn to balance organizational needs with donor interests and the vehicles that can
accomplish those goals. (Alternate years) (Evening)
MPAD 6314. Marketing for Arts & Nonprofit Organizations. (3) Recognizing the breadth
and complexity of cultural organizations, the purpose of this class is to familiarize students with
the fundamentals of marketing organizational programs and activities within the visual art field.
Students will be given a broad overview of the functional components of administrative
management and participation in the theory and techniques of public relations, audience
development, market research, advertising and various promotional strategies. They will have the
opportunity to explore, discuss and understand the principles of successful marketing for art
organizations. (Alternate years) (Evening)
MPAD 6316. Introduction to Arts Administration. (3) Pre-requisite: MPAD 6311.
Recognizing the breadth and complexity of career options in art administration, the purpose of
this class is to orient students to the basic profiles of organizational activities within the visual art
field. Students will be given a broad overview of the fundamentals of administrative structure,
standards of operation, and functional components that are found in various visual art
organizations. They will have the opportunity to explore, discuss and understand the principles
of successful art organization management. (Fall) (Evening)
MPAD 6318. Arts Administration II. (3) Pre-requisite: MPAD 6316. This is an advanced
course in the administration of arts nonprofits. This course goes into detail about several issues
that are unique to the field of arts management including career paths in arts administration,
marketing, legal issues, arts boards, arts councils, cultural districts, and constituent development.
(Spring) (Evening)
MPAD 6324. Financial Analysis for Nonprofit Organizations. (3) Topics include fund
accounting basics for nonprofit organizations, preparation and analysis of financial statements,
evaluating and monitoring financial condition, capital budgeting and investment analysis, debt
policy and management. (Fall) (Evening)
MPAD 6326. Applied Economics for Public Administrators. (3) The course introduces
students to the fundamental concepts of microeconomics in order to enhance their analytical
skills to a level that is appropriate for practitioners in the public sector. The course will focus on
how the market works, why the market results in beneficial exchanges between sellers and
buyers, what effects government intervention can have upon the market, whether government
intervention is necessary, and how the tools of economics can be used by public administrators to
improve decision making. (On Demand) (Evening)
MPAD 6327. Internal Capacity Building in Nonprofit Organizations. (3) Development of
proficiency among an array of internal management tools, including: strategic planning;
volunteer recruitment, management, and retention; and program evaluation and performance
measurement. (On Demand) (Evening)
MPAD 6328. Urban and Community Development. (3) The course examines the policies and
programs designed to reduce social and economic distress in U.S. communities and focuses on
local and neighborhood-based efforts to address problems of inadequate housing, unemployment,
lack of community services and facilities, crime etc. This course also considers the various roles
that government, private sector, and nonprofit organizations play in community revitalization.
(On demand) (Evening)
MPAD 6329. Nonprofit Organizations and their Environment. (3) Development of the skills
needed to navigate in the complex external environment, including: fundraising, resource
development, and donor development; networking, strategic alliances, and public relations; and
legal requirements and issues of liability. (On Demand) (Evening)
MPAD 6330. Program Evaluation for the Public and Non-Profit Sectors. (3) This course is
designed to give students a comprehensive overview of the theory, concepts, methods, and tools
of program evaluation. In addition to providing an overview of various types and uses of
program evaluation, the course will emphasize building expertise in evaluation design,
developing process and outcome measures, analyzing data, and reporting results. The course
will also address the use of evaluation tools to support the development and management of
programs. (On demand) (Evening)
MPAD 6332. Project Management. (3) A project is a temporary endeavor undertaken to create
a unique product, service, or result. The temporary nature of projects indicates a definite
beginning and end. The end is reached when the project's objectives have been achieved or
when the project is terminated because its objectives will not or cannot be met, or when the need
for the project no longer exists. This course explores the discipline of project management
across the project lifecycle. The course is based on the Project Management Institute's (PMI)
Project Management Body of Knowledge. At the completion of the course, students should have
the knowledge to successfully complete the PMI's certification exam. (On demand) (Evening)
MPAD 6350 Public Sector Financial Management I. (3) This course takes students beyond the
introductory material in MPAD 6131 into a more thoroughgoing analysis of the finance function
in modern governments. The dimensions of budgeting and financial management theory and
practice which are examined include: management and accounting for revenues and
expenditures; basic governmental accounting principles and procedures; the relationship of
budgets to the accounting system; principles and concepts of revenue policy and administration.
The material covered in this course should be regarded as “required knowledge” for public
financial managers. (Fall) (Evening)
MPAD 6352 Public Sector Financial Management II. (3) This course is a continuation of
MPAD 6350, extending the coverage of public financial management topics to include public
debt management and accounting, business-type activities of governments, governmental thirdparty fiduciary activities, agency relationships, financial reporting and auditing, financial
statement analysis, credit analysis, capital budgeting and investment evaluation, capital markets,
pensions and investment management, cash and risk management and related policies. A unit of
the course also concerns ethics, risk-taking and accountability, with a special emphasis on highrisk “derivative securities,” and the need to maintain the highest standards of fiduciary
responsibility. (Spring) (Evening)
MPAD 6800. Directed Study in Public Administration. (3) Prerequisite: all core courses.
Individual project proposal on a directed topic of significance based on field experience in public
administration. Pass/In Progress grading. Permit Only. (Fall, Spring) (Evening)
MPAD 6801. Directed Study in Public Administration. (3) Prerequisite: MPAD 6800.
Individual project report on a directed topic of significance based on field experience in public
administration. Pass/In Progress grading. Permit Only. (Fall, Spring)
MPAD 6820. Independent Study. (1-3) Prerequisite: permission of the instructor and the
MPAD Director. Supervised study of a public administration topic or problem of special interest
to the student, within the instructor’s expertise, and normally an extension of previous
coursework with the instructor. May be repeated for credit as topics vary. (Fall, Spring,
Summer)
MPAD 7999. Master’s Degree Graduate Residency Credit. (1) Maintains continuous
enrollment as required by University policy. (Fall, Spring, Summer)
IIB. Justification
1. Need Addressed:
The MPA program finds it necessary to both add a new concentration in Public Finance and reorganize its existing concentrations. The Public Finance concentration is necessary because a
large percentage of public sector positions are in the field of public budgeting and financial
management. The MPA program at UNCC is in a unique position in that it employs 5 faculty
members who teach and do research in the area of public finance. It is, therefore, well positioned
to corner the market in the state for students interested in the field. Few MPA programs across
the country offer a similar concentration, making it an ideal mechanism for attracting students
via the Academic Common Market.
The MPA program has four existing concentrations: Nonprofit Management, Urban
Management & Policy, Emergency Management, and Arts Administration. The current structure
of these concentrations has made it difficult for many students to complete the program in a
timely manner. Several students have had to forego taking a concentration because they could
not arrange their schedules to meet the concentration requirements. The proposed structures are
designed to provide students with more flexibility in managing their schedules while ensuring a
high level training in the concentration areas. The proposed structures also enable students to
double-concentrate in areas related to their career interests. In particular, students will be better
able to double-concentrate in Nonprofit Management and Arts Administration; and Urban
Management & Policy and Emergency Management. This will increase the marketability of our
students.
Several new courses are included in this proposal in order to create the concentration in Public
Finance and to update the material offered in other areas of the curriculum. Additionally, several
old courses are being eliminated because they have not been offered in quite some time and there
are no plans to offer them in the future. MPAD 6291 and 6293 are being combined into 6291
because there is significant overlap in the two courses. Finally, MPAD 6324 will have its name
changed to Financial Analysis for Nonprofit Organizations. This course is required of nonprofit
certificate and concentration students. These students are the primary enrollees in the course. The
name change simply better reflects the material being taught in the course.
2. Prerequisites:
See syllabi.
3. Course Numbering
MPAD 6312, MPAD 6314, MPAD 6316, MPAD 6318, MPAD 6332, MPAD 6350, and MPAD
6352 are the new MPAD courses necessary for the Public Finance Concentration and to fulfill
additional needs in the curriculum. The first four course numbers listed are necessary for the Arts
Administration Concentration. Many of our courses in this area were offered by the Arts
departments in the past as MAAA courses. The MAAA program has been eliminated, so it is
necessary for courses to be created with the MPAD heading. All of the listed courses are
numbered consistently with the other courses in the MPA Program and at the level of general
courses in a masters level program.
4. Improvement
The new concentration in Public Finance will give students another option within the MPA
Program, and serve as a valuable resource for the region=s local governments. We also expect
the concentration to make students more marketable for jobs at the federal level in agencies such
as OMB, CBO and GAO (agencies that hire MPAs in large numbers).
The proposed changes to the existing concentrations will create more degrees of freedom for the
program when scheduling, and will provide more flexibility to students interested in particular
concentrations. Opportunities to double-concentrate will improve the marketability of students.
The proposal to eliminate courses will clear the catalogue of courses that are no longer taught in
the MPA program.
The name change to MPAD 6324 better reflects the material taught in the course.
Combining MPAD 6291 and 6293 eliminates repetition in the curriculum, as there is significant
overlap between the courses’ content.
IIC. Impact
1. Groups of Students Served by the Concentration:
The proposal is intended primarily to serve graduate students in the MPA program. Students in
the Geography Planning program, the Health Administration program, the Education
Administration program, the Fire Safety Program, and the Business school may also find several
of the new courses useful in their programs of study.
2. Effect on existing Courses and Curricula:
a. How often taught:
Once per year
MPAD 6316, MPAD 6318, MPAD 6324, MPAD 6350, MPAD 6352
These are each required courses for certain concentrations. Therefore, they will be
taught once per year unless concentration demand requires that they only be
offered in alternate years.
Alternate years
MPAD 6312, MPAD 6314
There are popular courses with the nonprofit management and arts administration
concentration students. They have been offered previously as MPAD 6000 –
Topics courses.
On Demand
MPAD 6291, MPAD 6332
b. Effect on content and/or frequency of other courses:
The proposed changes will not affect the content of other courses. Their impact on
the frequency of other course offerings will depend upon student demand.
c. Anticipated enrollment for new courses:
MPAD 6316 and MPAD 6318 are needed to replace the loss of the MAAA
courses. Enrollments have been low as the program attempted to build the Arts
Administration concentration. Enrollments are expected to be about 5 to 7
students at this point. MPAD 6316 has been offered as an MPAD 6000 topics
course since the MAAA course was eliminated.
MPAD 6312 and MPAD 6314 have been offered as MPAD 6000 topics courses.
The material in these courses has been covered largely in MAAA courses.
Enrollments for both courses as ranged from 7 to 14. Enrollments are expected to
grow because of the increased number of MPA students currently enrolled. Both
of these courses serve as electives for the Nonprofit Management and Arts
Administration concentrations. The Nonprofit Management concentration remains
the program’s most popular.
MPAD 6350 and MPAD 6352 are expected to enroll 5 to 10 students until the
new concentration becomes known to students more widely. We anticipate
enrollments of up to 20 after the concentration is advertised across the region.
MPAD 6332 is expected to enroll 8 to 20 students. It will serve as an elective for
several concentrations. It was offered as an MPAD 6000 topics course during the
summer 2009 semester and enrolled 14.
d. Effect on enrollment in other courses:
The MPA program hopes that the new offerings will make the program and its
concentrations more attractive to prospective students. This should increase
enrollments across the curriculum. The MPA program’s goal is to increase the
number of fully enrolled MPA students from 70 to 100 over the next three years.
The new courses and concentration are one strategy being used by the program to
meet this goal.
e. Enrollment for topics courses related to the concentration:
The MPA program hopes that the new Public Finance concentration will increase
enrollments in MPAD 6184, MPAD 6142, MPAD 6324, and MPAD 6330. These
will all be available as electives for the concentration.
ECON 6122, ECON 6218, and MBAD 6158 will also be listed as electives for the
concentration. While enrollments for MBAD 6158 may increase by a few students
each year, we do not anticipate much of an increase in the ECON courses because
few of our incoming students have the prerequisite undergraduate courses
necessary to enroll in 6122 and 6218.
f. Other areas of the catalog affected:
No other parts of the Catalog will be affected.
IID. Resources Required to Support Proposal
1. Personnel:
a. Requirements for new faculty/part-timers/graduate assistants:
No new resources will be needed. The MPA program already offers most of the
new courses as MPAD 6000 topics courses.
b. Names of faculty to teach:
MPAD 6291 will be taught by Professor Cindy Combs. She has taught the old
6291 and 6293 as separate courses. She would like to combine the two given the
amount of overlap between them.
MPAD 6312 will be taught by adjunct Beth Fischer. She has taught the course as
a MPAD 6000 topics course in the past. She is the development officer in the
Belk School.
MPAD 6314 will be taught be either adjunct Sharon Thacker or Professor Becky
Nesbit. Ms. Thacker teaches almost every semester for the MPA program, and has
taught the course as a MPAD 6000 topics course.
MPAD 6316 will be taught by Professor Becky Nesbit. She was hired to build the
Arts Administration program and teach its core courses. She has taught this
course as a MPAD 6000 topics course.
MPAD 6318 will be taught by Professor Becky Nesbit. She was hired to build the
Arts Administration program and teach its core courses.
MPAD 6332 will be taught by Professor Maureen Brown. She taught the course
as a MPAD 6000 topics course during the summer 2009 semester.
MPAD 6350 and MPAD 6352 will be taught by Professor Robert Kravchuk. He is
the chair of the Department of Political Science and is an expert in public
financial management. The Budget Director of Mecklenburg County has agreed
to teach the course if Professor Kravchuk is ever unavailable.
2. Physical Facilities Needed:
None.
3. Equipment and Supplies Needed:
None.
4. Computer Equipment Needed:
None.
5. Audio-Visual Equipment Needed:
None.
6. Other Resources Needed:
None.
7. Sources of Funding for Additional Resources Needed:
Funding for adjunct faculty positions will come from the College of Arts and Sciences.
IIE. Consultation with Library and other Departments
1. Library:
Library consulted on 4/29/2010. See attached documents.
2. Other Departments or Units:
The Economics and MBA programs were consulted on 8/13/2010. See attached email exchange.
We followed the advice provided by the MBA program regarding MBAD 6159.
IIF. Initiation and Consideration of the Proposal
1. Originating Unit
The proposal was approved unanimously by the Public Administration Program on 02/15/2010.
2. Other Considering Units
NA
IIG. Attachments
1. Course syllabus
2. Library Consultation
3. Consultations with other Departments and Units
Jim,
I reviewed a proposal from the MPA program a few days ago and recommended consideration of
MBAD 6159 Real Estate Development, instead of MBAD 6158 Real Estate Finance and
Investment, as an elective in the new MPA concentration. The development class doesn’t have
any finance prerequisites, but will familiarize you students with the financial fundamentals used
to value real estate assets, as well as other aspects of the development process that would be
important for those working in the public sector. We would certainly welcome your students in
MBAD 6159 and hope you will consider including the course in your curriculum.
Best,
Dustin
----------------------------------------------------------------------------------------Dustin C. Read, PhD/JD | Associate Director of the Center for Real Estate
UNC Charlotte | Belk College of Business
9201 University City Blvd. | Charlotte, NC 28223
Phone: 704-687-7571| Fax: 704-687-6987
dcread@uncc.edu | http://www.uncc.edu
Jim,
Thank you for asking for our input. After running the proposal past our finance faculty, they
suggested the following. Currently, students taking MBAD 6158 would have to take MBAD
5131 and MBAD 6152 as prerequisites. Thus, you might want to consider including MBAD
6159 in the curriculum as an alternative because it doesn’t require students to take these
prerequisites and would give them a general understanding of real estate finance concepts
applied to development projects that the public sector is often involved in. Your thoughts?
Gary
--------------------------------------------------------------------------Gary F. Kohut, PhD | Professor of Management
Director of the MBA Program
Interim Director of Executive Education
UNC Charlotte | Belk College of Business
259A Friday Building | 9201 University City Blvd. | Charlotte, NC 28223
Phone: 704-687-7651 | Fax: 704-687-3123
gfkohut@uncc.edu | http://www.belkcollege.uncc.edu
--------------------------------------------------------------------------From: Douglas, James
Sent: Friday, August 13, 2010 4:59 PM
To: Kohut, Gary
Subject: MPA concentration/certificate proposal in public finance
Dear Gary:
The MPA program is proposing a new concentration and new certificate in public budgeting and
finance. We would like to include MBAD 6158 as an elective (see attached certificate proposal).
Would this be acceptable to the MBA program as long as our students meet the course prerequisites and there is space available?
Thanks,
Jim
James W. Douglas
MPA Director
UNC Charlotte
Dept. of Political Science
Charlotte, NC 28223
(704) 687-4532
(704) 687-3497 fax
Jim,
I have reviewed your certificate proposal, and I have no objection to ECON 6112 (Graduate
Econometrics) and ECON 6218 (Advanced Business and Economic Forecasting) being listed on
the menu of elective courses. If your graduate certificate students meet the prerequisites, and if
there are spaces available, then they will be able to enroll in these two courses.
Thanks!
Rob Roy
Rob Roy McGregor
Professor of Economics
Coordinator of MS in Economics Program
Department of Economics
UNC Charlotte
9201 University City Boulevard
Charlotte, NC 28223
Phone 704-687-7639
Fax 704-687-6442
From: Douglas, James
Sent: Friday, August 13, 2010 4:44 PM
To: McGregor, Rob
Subject: MPA concentration/certificate
Hi Rob Roy:
The MPA program will be proposing a new concentration and new certificate in Public Finance.
I have attached the proposal for the certificate---the concentration is identical except students
also have to complete the MPA core and capstone courses.
Can I get confirmation that it is ok for our students to enroll in ECON 6112 and ECON 6218 as
long as they meet the pre-reqs for the courses and there is space available? I doubt we will have
many students go this route.
Thanks,
Jim
James W. Douglas
MPA Director
UNC Charlotte
Dept. of Political Science
Charlotte, NC 28223
(704) 687-4532
(704) 687-3497 fax
Course/Program: Extensive Revisions to the MPA Program's Concentrations and Course
Offerings
Summary of Librarian’s Evaluation of Holdings:
Evaluator: Frada Mozenter Date: April 30, 2010
Please Check One:
Holdings are superior
Holdings are adequate
Holdings are adequate only if Dept. purchases additional items.
Holdings are inadequate
_____
__X__
_____
_____
Comments:
The revisions to the MPA’s Program’s concentrations and course offerings that effect library holdings are
noted below.
New Concentration in Public Finance:
MPAD 6316 & MPAD 6318 replace MAAA courses (the MAAA program has been eliminated). MPAD 6312,
MPAD 6314, & MPAD 6332 have been previously offered as topics courses. Thus, library holdings are
adequate to support these courses as they have all been taught and supported previously.
MPAD 6312. Fundraising. (3) This course will provide a comprehensive overview of
fundraising techniques geared toward various types of nonprofit organizations including
education, health, arts and social services. Topics include: Annual giving, major gifts, estate
planning, working with corporations and foundations, ethics and legal responsibilities. Students
will learn to balance organizational needs with donor interests and the vehicles that can
accomplish those goals. (Alternate years) (Evening)
MPAD 6314. Marketing for Arts & Nonprofit Organizations. (3) Recognizing the breadth
and complexity of cultural organizations, the purpose of this class is to familiarize students with
the fundamentals of marketing organizational programs and activities within the visual art field.
Students will be given a broad overview of the functional components of administrative
management and participation in the theory and techniques of public relations, audience
development, market research, advertising and various promotional strategies. They will have the
opportunity to explore, discuss and understand the principles of successful marketing for art
organizations. (Alternate years) (Evening)
MPAD 6316. Introduction to Arts Administration. (3) Recognizing the breadth and
complexity of career options in art administration, the purpose of this class is to orient students
to the basic profiles of organizational activities within the visual art field. Students will be given a
broad overview of the fundamentals of administrative structure, standards of operation, and
functional components that are found in various visual art organizations. They will have the
opportunity to explore, discuss and understand the principles of successful art organization
management. (Fall) (Evening)
MPAD 6318. Arts Administration II. (3) This is an advanced course in the administration of
arts nonprofits. This course goes into detail about several issues that are unique to the field of
arts management including career paths in arts administration, marketing, legal issues, arts
boards, arts councils, cultural districts, and constituent development. (Spring) (Evening)
MPAD 6332. Project Management. (3) A project is a temporary endeavor undertaken to
create a unique product, service, or result. The temporary nature of projects indicates a definite
beginning and end. The end is reached when the project's objectives have been achieved or
when the project is terminated because its objectives will not or cannot be met, or when the
need for the project no longer exists. This course explores the discipline of project management
across the project lifecycle. The course is based on the Project Management Institute's (PMI)
Project Management Body of Knowledge. At the completion of the course, students should have
the knowledge to successfully complete the PMI's certification exam. (On demand) (Evening)
Two new courses are:
MPAD 6350 Public Sector Financial Management I. (3) This course takes students beyond
the introductory material in MPAD 6131 into a more thoroughgoing analysis of the finance
function in modern governments. The dimensions of budgeting and financial management theory
and practice which are examined include: management and accounting for revenues and
expenditures; basic governmental accounting principles and procedures; the relationship of
budgets to the accounting system; principles and concepts of revenue policy and administration.
The material covered in this course should be regarded as “required knowledge” for public
financial managers. (Fall) (Evening)
MPAD 6352 Public Sector Financial Management II. (3) This course is a continuation of
MPAD 6350, extending the coverage of public financial management topics to include public debt
management and accounting, business-type activities of governments, governmental third-party
fiduciary activities, agency relationships, financial reporting and auditing, financial statement
analysis, credit analysis, capital budgeting and investment evaluation, capital markets, pensions
and investment management, cash and risk management and related policies. A unit of the
course also concerns ethics, risk-taking and accountability, with a special emphasis on high-risk
“derivative securities,” and the need to maintain the highest standards of fiduciary responsibility.
(Spring) (Evening)
Examples of databases that support these classes include: Business Source Premier, EconLit, Emerald
Management Reviews, LexisNexis Academic, Public Administration Abstracts, PAIS International,
Worldwide Political Science Abstracts, and Academic Search Premier.
The library also has an Accounting & Taxation webpage that might be useful.
http://library.uncc.edu/display/?dept=reference&format=open&page=2657
The library has books on: government finance, budgeting, financial management, revenue accounting &
management, public finance, tax administration, risk management, financial statements, capital budget,
pensions, and derivative securities.
The library’s holdings, both journals and monographs, are adequate to support both courses and the
revisions to the MPA Program.
UNC Charlotte
Homeland Security & Terrorism
MPAD 6291 (3 Credits)
Instructor:
Phone:
Email:
Cyndi Combs
Course Description
This course investigates the organization and operation of the Department of Homeland Security,
with a special emphasis placed on how the Department deals with the threat of terrorism.
Strategies and tactics for fighting terrorism as well as other threats to homeland security will be
examined. (On Demand) (Evening) (3 credits)
Pre-Requisites
None.
Objectives of the Course
Students will leave the course with a strong understanding of: 1) the demands which created the
need for policy, 2) the structure from which the policy is generated, and 3) the extent to which
the demands are met by the new structure being implemented for this purpose. “Homeland
Security” is a not a new concept, but it is being critically redefined by the impact of terrorism on
our society today. This new definition, in which terrorism is designated as the primary threat to
which our nation must be prepared to respond, is radically altering the demands which shape the
policy process, as the agencies for such policy are re-structured to meet the newly defined policy
parameters. This, in turn, requires careful assessment to evaluate the ability of these new policymaking processes to meet the demands of a public which is becoming aware of the multitude of
threats which exist to their security.
Instructional Method
This course will be taught in a seminar format. Lectures will be given by the instructor, but
students are expected to have completed the assigned readings and be prepared to discuss the
quality of the content. Experiential learning will also be used as well. Students will choose one of
a list of buildings on campus, and prepare a report itemizing the security they would recommend
for a hypothetical corporation planning to locate an office in that building. These reports will be
presented in class. Case analysis and group work will also be used.
Means of Student Evaluation
Your grade in this class will be based on your success in the different methods of evaluation
offered. I will give a mid-term exam, worth 25% of your final grade, which you must take.
The remainder of your grade will evolve from the policy paper (listed below as Project #2),
which is also required and is worth 40% of your class grade; and either the completion of
Project #1, or the final exam, each of which is worth 25% of your final grade. The remaining
10% of your grade will be based on your attendance and participation in this class. Let me
explain the two non-exam options briefly, and we can discuss the details in class
Project #1: 25% of your grade
Since this class focuses, in part, on building an ability to develop both practical security
measures and the ability to communicate the rationale for such measures to an employer, the first
project offers you an opportunity to hone those skills in a practice exercise. You will choose one
of a list of buildings on campus, and prepare a report itemizing the security you would
recommend for a hypothetical corporation planning to locate an office in that building. These
reports will be presented in class, and more details on this will be discussed in class and posted
on the WebCT class site. This project report will be due on September 27.
Project #2: 40% of your grade
As a public policy class, this project will link your assessment of the threats and risks in
the community to the policy options which they may employ to meet those threats. Homeland
Security is seeking to link local, state, and national policy and responders together, in a coherent
fashion. As we will discuss, this has not been a wholly successful effort. Your project here can
add a level of policy clarity which will be useful to our homeland security responders.
You will assess, among other things:
1. the threat of disaster, man-made and/or natural, to this community
2. given the indicators, which threat poses the greatest risk
3. the vulnerability of the community to that threat
4. the cost of reducing that vulnerability
5. the role of first responders in alleviating the threat
Your report for this project will be 20-25 pages in length, double-spaced, and free of
errors in punctuation, spelling, syntax and grammar. Please include a reference page. This
policy paper will be due on November 27. You will use the guide to student research papers
posted on the Political Science Department webpage for the university at
http://politicalscience.uncc.edu/jwalsh/stylemanual.html
In sum, then, your grade will derive from:
Midterm exam (required)
Policy Paper (project #2 - required)
Attendance/Participation (required
Either Project #1 or the final exam
25%
40%
10%
25%
100%
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of
student academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal
(2.0); U Unsatisfactory (0.0). Grades will be assigned as follows: 90.00 to 100 = A; 80.00
to 89.99 = B; 70.00 to 79.99 = C; below 70.00 = U.
Probable Textbooks or Resources
Cindy C. Combs. Terrorism in the Twenty-First Century. Prentice-Hall (6th edition)
Brian Forst. Terrorism, Crime, and Public Policy. Cambridge, 2009.
Russell D. Howard and Reid L. Sawyer. Terrorism and Counterterrorism: Understanding the
New Security Environment. McGraw-Hill (3rd edition)
Richard M. Pious. The War on Terrorism and the Rule of Law. Roxbury, 2006.
Mark A. Sauter and James J. Carafano. Homeland Security: A Complete Guide to
Understanding, Preventing, and Surviving Terrorism. (McGraw-Hill, 2005).
Annual Editions: Homeland Security 04/05. Thomas Badey, ed. (Dushkin/McGraw-Hill, 2004)
On-Line Resources
http://www.un.org/terrorism
http://www.bt.cdc.gov
http://www.terrorism.com
http://www.fbi.gov
http://www.cdi.org/terrorism
http://www.9-11commission.gov/report/index.htm
http://www.dhs.gov
http://www.homelandsecurityweekly.com/
http://www.tkb.org
Topical Outline of Course Content
Security: New Threat Assessment and Response
Aug. 24
Focus of Discussion: The American tradition of homeland security and the policy challenge of
9/11
Aug. 31
Focus of Discussion: What is Terrorism?
Sept. 7
Focus of Discussion: Overview of the Problem: The Challenge of Creating a National Policy
Sept. 14
Focus of Discussion: The Role of Religion in Homeland Security Issues
Sept. 21
Focus of Discussion: New Technologies, Intelligence, and Homeland Security
Sept. 28
Focus of Discussion: The National Strategy for Combating Terrorism - Strategic Intent, Goals,
and Objectives
Oct. 5
First Project Due:
Discussion of Project Findings
Oct. 12
Midterm Exam
Oct. 19
Focus of Discussion: Reassessing Security: Natural Disasters
Challenge! Try this game, choosing one of the types of disasters, and doing your
best to prevent catastrophe. Come to class prepared to discuss your results!
(place your cursor on the title of this link, and press the Enter key)
Stop Disaster Game
Oct. 26
Focus of Discussion: Organizing Local Homeland Security
Nov. 2
Focus of Discussion: Threat Assessment: Identifying Threats, and Creating a Matrix to Assess
Nov. 16
Focus of Discussion: The PATRIOT Act
Nov. 23
Focus of Discussion: Applying What We’ve Learned since 9/11
Nov. 30
Second Project Due - Begin presentation of Policy Papers
Nov 30 – Dec 7
Presentations of Policy Papers
Final Exam
Tuesday, December 14
Academic Integrity
Students have the responsibility to both know and observe the requirements of the UNCC Code
of Student Academic Integrity. This Code forbids cheating, fabrication or falsification of
information, multiple submission of academic work, plagiarism, abuse of academic materials,
and complicity in academic dishonesty. Any special requirements or permission regarding
academic integrity in this course will be stated by the instructor, and are binding upon the
students. Academic evaluations in this course include a judgment that the student’s work is free
from academic dishonesty of any type; and grades in this course therefore should be and will be
adversely affected by academic dishonesty. Students are expected to report cases of academic
dishonesty to the course instructor.
UNC Charlotte
Fundraising
MPAD 6312 (3 Credits)
Professor:
Office:
E-mail:
Beth Norwood Fischer
Friday 312C
704-687-7677
Beth.fischer@uncc.edu
Course Description
This course will provide a comprehensive overview of fundraising techniques geared toward
various types of nonprofit organizations including education, health, arts and social services.
Topics include: Annual giving, major gifts, estate planning, working with corporations and
foundations, ethics and legal responsibilities. Students will learn to balance organizational needs
with donor interests and the vehicles that can accomplish those goals. (Alternate years)
(Evening) (3 credits)
Pre-Requisites
None.
Objectives of the Course
Students will leave the course with a thorough understanding of the terminology used in the
world of fundraising, problems confronted by organizations when trying to raise money, the
different methods of fundraising, how to work with boards on fundraising issues, and how to
produce quality development plans.
Instructional Method
Given this is a graduate seminar, class sessions will rely on a combination of instructor
lectures, group discussions, case studies, role play and student presentations. Class
sessions are based upon the assigned readings and we will discuss them. Each member of
the seminar is expected to come to class prepared, having done the readings, engage fully
in class discussions, and participate in class activities. Each member of the course brings
ideas, insights, and a unique perspective – all of which contributes to the dialogue and
learning experience. So, please come to class willing to share your thoughts and ideas,
and please be respectful and responsive to others. Attendance and participation will be
considered in overall evaluations of performance. Missing more than 3 classes will
automatically result in an Unsatisfactory Grade (U).
Means of Student Evaluation
20%
Individual Philanthropy Plan – includes how you give of your time, talent
and treasure. Why?
Development Plan – includes memo to Executive Director outlining
solicitation strategy, cultivation, stewardship and communications schedule.
A sample case statement, solicitation letter, stewardship letter, proposal and
sponsorship menu should be included.
Class Participation – Quality of contributions will be considered over
quantity. We will treat each other with mutual respect. Please email me
before class if you will be late or not able to attend.
Exam
40%
10%
30%
As noted in the UNCC Graduate Handbook, letters are used to designate the
quality of student academic achievement: A Commendable (4.0); B Satisfactory
(3.0); C Marginal (2.0); U Unsatisfactory (0.0). Grades will be assigned as
follows: 90.00 to 100 = A; 80.00 to 89.99 = B; 70.00 to 79.99 = C; below 70.00 =
U.
Probable Textbooks or Resources
Rosso, Henry A. (2003). Achieving Excellence in Fundraising. (2nd Edition). San Francisco, CA:
Jossey-Bass.
Williams, Karla A. (2004). Donor Focused Strategies for Annual Giving. Sudbury, MA: Jones
and Bartlett Publishers
Website Resources:
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NC Center for Nonprofits http://www.ncnonprofits.org/
AFP National http://www.afpnet.org/
AFP Charlotte Chapter http://www.afp-charlotte.org/
Foundation for the Carolinas www.fftc.org
Philanthropy Journal http://www.philanthropyjournal.org/
Chronicle of Philanthropy http://www.philanthropy.com/
Catalogue for Philanthropy: http://www.catalogueforphilanthropy.org
Foundation Center: http://www.fdncenter.org
Guidestar: http://www.guidestar.org
National Center for Nonprofit Boards: http://www.ncnb.org
National Charities Information Bureau: http://www.give.org
Certified Fundraising Executive: www.cfre.org (look at the resource reading list for
recommended books)
Topical Outline of Course Content
January 12, 2009 – Fundraising Context, Fundamentals and Planning
Rosso: pg 3-29, Chapters 1-3
January, 19, 2009 – Martin Luther King, Jr. Day, no class
January 26, 2009 – Annual Integrated Development Process
Williams: 31-66, Chapters 2 and 3
Individual Philanthropic Plan Due
February 2, 2009 – Annual Giving Continued
Guest Speaker: Nancy McEneny, Director of Community Affairs and Development, LifeSpan:
Office Operations and the Wheels of Development (confirmed)
Williams: 67-102, Chapter 4
February 9, 2009 – Case Statements
Williams: 103-182, Identifying and Building the Case for Support and Strategies for Success
February 16, 2009 – Working with Boards
Rosso: 335-348, Chapter 25
February 23, 2009 – Planning and Implementing Major Gifts
Nonprofit due for Development Plan
Rosso: 89-102, Chapter 9
March 2, 2009 – Endowments & Individuals as Donors
Guest Speaker: Tom Norwood, Capstone Advancement (confirmed)
Rosso: 103-116, Chapter 10
Rosso: 161-176, Chapter 13
March 16, 2009 - Capital Campaigns
Rosso:117-139, Chapter 11
March 23, 2009 – Planning and Implementing Planned Gifts
Rosso: 139-158, Chapter 12
Guest Speaker: Chris McLeod, Vice President, The Greater Charlotte Cultural Trust (confirmed)
March 30, 2009 – Corporate and Foundation Giving,
Guest Speaker: Jenni Gaisbauer, Director of Development, Levine Museum of the New South
Rosso: 177-200, Chapters 14 and 15
April 6, 2009 - Development Plans Due and Development Presentations
Special Guest Judges
April 13, 2009 – Special Events
Rosso: 273-288, Chapter 21
April 20, 2009 – Ethics and Fundraising as a Profession
Rosso: 415-431, Chapter 30
Rosso: 456-469; Chapter 33
April 27, 2009 – Future Trends and Technology
Rosso: 366-379; Chapter 27
May 4, 2008 - Exam
Academic Integrity
All students are required to read and abide by the UNC Charlotte Code of Student
Academic Integrity. Violations of the Code of Student Academic Integrity, including
plagiarism, will result in disciplinary action as provided in the Code. Definitions and
examples of plagiarism are set forth in the Code. The Code is available from the Dean of
Students Office or online at: http://www.legal.uncc.edu/policies/ps-105.html. Students
have the responsibility to know and observe the requirements of the code, which forbids
cheating, fabrication or falsification of information, multiple submissions of academic
work, plagiarism, abuse of academic materials, and complicity in academic dishonesty.
Academic evaluations in this course include a judgment that the student's work is free
from academic dishonesty of any type; and grades in this course therefore should be and
will be adversely affected by academic dishonesty. Students who violate the code can be
expelled from UNC Charlotte. The normal penalty for a first offense is zero credit on the
work involving dishonesty and further substantial reduction of the course grade. In
almost all cases, the course grade is reduced to F. Standards of academic integrity and
their requisite penalties will be enforced in this course. Students are expected to report
cases of academic dishonesty to the course instructor.
Citations and References
All written assignments should include citations and references, as appropriate, using
APA format. Students are encouraged to utilize the APA Publication Manual, Fifth
Edition for explicit guidance and direction. Assignments that do not conform to APA
format will not be accepted. Students with questions or concerns about their writing –
particularly how to cite and reference appropriately – should contact the Writing
Resource Center at 704.687.HELP, 220 Fretwell.
Format of Assignments
Unless we make other arrangements, please turn in a hard copy of your assignment (as opposed
to email). If you will not be in class to give me your assignment, please make sure that you leave
it in my mailbox and then follow up with me to make sure I received your assignment. Unless
otherwise specified, please be sure to: double-space your paragraphs; use 12 point Times New
Roman font; use 1 or 1.25 inch margins; number the pages; use section headings for ‘signposting’, but do not add extra lines between section headings Please put your references on a
separate page at the end of your assignment. Assignments that do not conform to these
specifications will not be accepted.
Communication
Communication with those outside of class while class is in progress is not acceptable. (In other
words, turn off all phones and beepers prior to entering the classroom.) All students in the course
are expected to have e-mail accounts to communicate with each other and with the instructor.
On July 1, 2003, the Administration of UNC Charlotte approved a proposal to recognize e-mail
as an official means of communication between the university and the student population.
Beginning with the fall 2003 semester, university notifications sent electronically using an e-mail
address go to the student's UNC Charlotte e-mail address (username@uncc.edu). Use 49er
Express (http://www.uncc.edu/express) to access your university e-mail account. It is your
responsibility to check your 49er Express e-mail account regularly. This e-mail address will be
used by academic and administrative offices to send you messages and official notifications. I
will also use this e-mail address to send messages to the class. If you choose to forward your
university e-mail messages to a personal e-mail account and the forwarding fails for any reason,
you may miss important official university communications but are still responsible for those
communications. Please make sure that you provide me with a current and functioning email
address, and check your email regularly to ensure that you don’t miss any important
developments or assignments – such as discussion questions, changes in the reading assignments,
etc.
During the semester, if you have questions or concerns about anything, please do not hesitate to
contact me – just send me an email or give me a phone call, and I will get back to you as soon as
I can. However, due to FERPA (the Family Educational Rights and Privacy Act), if you would
like to discuss or inquire about your grades or feedback on your progress, please schedule an
appointment for us to meet in person. Finally, in the event that you will not be attending class,
please send me an email or leave me a message beforehand so that I don’t keep the class waiting
for you to arrive.
UNC Charlotte
Marketing for Arts & Nonprofit Organizations
MPAD 6314 (3 Credits)
Formally MAAA 6160
Instructor:
Phone:
Email:
Sharon Jarrett Thacker
704.516.4908
sthacker@carolina.rr.com
Course Description
Recognizing the breadth and complexity of cultural organizations, the purpose of this class is to
familiarize students with the fundamentals of marketing organizational programs and activities
within the visual art field. Students will be given a broad overview of the functional components
of administrative management and participation in the theory and techniques of public relations,
audience development, market research, advertising and various promotional strategies. They
will have the opportunity to explore, discuss and understand the principles of successful
marketing for art organizations. (Alternate years) (Evening) (3 credits)
Pre-Requisites
None.
Objectives of the Course
Provide students with a basic knowledge of marketing research, plans and strategies as they
relate to audience development for arts organizations and constituent groups for nonprofit
organizations.
Provide students with a basic knowledge of public relations, media relations and promotional
activities as they relate to advocating and branding arts and nonprofit organizations.
Enhance students’ observational, analytical, evaluative, practical and technical skills to
effectively understand, plan, participate in, and undertake the marketing and public relations
requirements of arts and nonprofit organizations.
Instructional Method
This course is a graduate seminar. Class sessions are based upon the assigned readings, and
focused on the practical implications of each topic. Each member of the seminar is a valuable
resource – bringing ideas, insights, and a unique perspective – all of which contributes to the
dialogue and learning experience. Please come to class, having completed the readings and
prepared to participate in discussing the assigned readings. Attendance is expected in this course
and missing more than three classes may result in an Unsatisfactory (U) grade.
Means of Student Evaluation
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of student
academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal (2.0); and U
Unsatisfactory (0.0). For this class, I will use a criterion-referenced grading system, meaning
students will be evaluated against an absolute scale (as opposed to each other), with grades of 90
to 100 = A; 80 to 89 = B; 70 to 79 = C; below 70 = U.
ASSIGNMENTS:
Power Point – 10%
In this assignment, students will use information from reference materials to respond to
one of the issues facing the arts today. Using a Power Point presentation, students will
share their research with their colleagues on September 10th. The assignment outline is
posted on Blackboard and Moodle.
Individual Project – 30% (Due at the start of class November 5, 2009)
In this assignment, students will interview marketing/audience development or public
relations directors of two contrasting organizations (arts and human services) and will
write a 15 - 20 page, double-spaced paper. The purpose of this assignment is to
determine the different types of marketing strategies in place in local organizations. This
exercise will allow you to begin building your personal network of arts and human
service professionals. An outline of the assignment is posted on Blackboard and Moodle.
Students must get interviewees approved by the instructor no later than September 24,
2009.
Exams - 50% (2@ 25% each) (October 8, 2009; December 10, 2009)
Two written exams will be given, either in class on online, during the course. Each will
include questions about the material covered in readings, in class, including information
gleaned from guest lecturers and class discussion.
Class Presentation – 10% (November 19, 2009 or December 3, 2009)
Each student will give a 20 - 30 minute Power Point presentation on their project. You
will be evaluated on presentation content, evidence of research and oral communication
skills. The format of the presentation will cover the six areas outlined in the individual
project paper.
Probable Textbooks or Resources
Hill, O’Sullivan & O’Sullivan (2003) Creative Arts Marketing. Butterworth Heinemann.
Andreasen, A. & Kotler, P (2008) Strategic Marketing for Nonprofit Organizations.
Prentice Hall.
The Charlotte Observer (Students may access The Charlotte Observer online or in print.)
ADDITIONAL REQUIRED READINGS:
Additional readings from various nonprofit journals. These are available through the
University’s subscription (full text available from Wiley Interscience Journals).
Students will need to access additional readings as noted on the syllabus via Blackboard
and Moodle, as well as readings distributed in class or via email.
HELPFUL JOURNALS & PERIODICALS:
 Nonprofit Management & Leadership
 Nonprofit and Voluntary Sector Quarterly
 The Nonprofit Quarterly
 Philanthropy Journal
 The Nonprofit Times
HELPFUL WEBSITES:
 Independent Sector
 Guidestar – Philanthropic Research
 Foundation Center
 Arts Marketing
 Americans for the Arts
 Arts Watch
www.independentsector.org
www.guidestar.org
www.fdncenter.org
www.artsmarketing.org
www.americansforthearts.org
www.artsusa.org
Topical Outline of Course Content
1. August 27, 2009: Introduction to MPAD 6000
2. September 3, 2009: Scanning the Horizon – Trends in Nonprofits
 “Scanning the Horizons 2008 – 2009”. Alliance for Children and Families. Posted on
UNCC Blackboard – password is select.
3. September 10, 2009: The Evolution of Nonprofit Marketing (Arts Trends Power Point
Presentations)
 Andreasen & Kotter, (2003). Chapter 1
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 1
4. September 17, 2009: Mission & Strategic Marketing Planning
 Andreasen & Kotter, (2003). Chapter 3
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 8
5. September 24, 2009: Market Research
 Andreasen & Kotter, (2003). Chapters 5, 6
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 3
6. October 1, 2009: Audiences/Customers
 Andreasen & Kotter, (2003). Chapters 2, 4
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 2
7. October 8, 2009: Midterm exam
8. October 15, 2009: Product
 Andreasen & Kotter, (2003). Chapter 8 (6th Edition, Chapter 12)
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 4
9. October 22, 2009: Price
 Andreasen & Kotter, (2003). Chapters 10, 15 (6th Edition Chapters 7, 15)
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 5
10. October 29, 2009: Promotion
 Andreasen & Kotter, (2003). Chapters 12, 13, (6th Edition Chapters 17, 18)
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 6
11. November 5, 2009: Distribution (Project Papers Due)
 Andreasen & Kotter, (2003). Chapters 9, 11 (6th Edition Chapters 14, 16)
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 7
12. November 12, 2009: Budgeting the Marketing Mix
 Hill, O’Sullivan & O’Sullivan (2003). Chapter 9, pp 305 - 315
13. November 19, 2009: Class Presentations
14. November 26, 2009: Thanksgiving Vacation
15. December 3, 2009: Class Presentations
16. December 10, 2009: Final Exam
Academic Integrity
Students have the responsibility to know and observe the requirements of The UNC Charlotte
Code of Student Academic Integrity. This code forbids cheating, fabrication or falsification of
information, multiple submissions of academic work, plagiarism, abuse of academic materials,
and complicity in academic dishonesty. Any special requirements or permission regarding
academic integrity in this course will be stated by the instructor, and are binding on the students.
Academic evaluations in this course include a judgment that the student's work is free from
academic dishonesty of any type; and grades in this course therefore should be and will be
adversely affected by academic dishonesty. Students who violate the code can be expelled from
UNC Charlotte. The normal penalty for a first offense is zero credit on the work involving
dishonesty and further substantial reduction of the course grade. In almost all cases the course
grade is reduced to F. Copies of the code can be obtained from the Dean of Students Office.
Standards of academic integrity will be enforced in this course. Students are expected to report
cases of academic dishonesty to the course instructor.
ACCOMMODATIONS FOR DISABILITIES
It is University policy to provide, on a flexible and individualized basis, reasonable
accommodations to students who have disabilities that may affect their ability to participate in
course activities or to meet course requirements. Students in this course seeking accommodations
to disabilities must first consult with the Office of Disability Services to discuss their individual
needs, and follow the instructions of that office for obtaining accommodations. Students should
do this as early as possible during the semester.
SEXUAL HARRASSMENT
All students are required to abide by the UNC Charlotte Sexual Harassment Policy
(http://www.legal.uncc.edu/policies/ps-61.html) and the policy on Responsible Use of University
Computing and Electronic Communication Resources http://www.legal.uncc.edu/policies/ps66.html). Sexual harassment, as defined in the UNC Charlotte Sexual Harassment Policy, is
prohibited, even when carried out through computers or other electronic communications
systems, including course-based chat rooms or message boards.
CLASSROOM EXPECTATIONS, POLICIES, AND PROCEDURES
 This syllabus contains the policies and expectations I have established for this course. These
policies and expectations are intended to create a productive learning atmosphere for all
students. Unless you are prepared to abide by these policies and expectations, you risk losing
the opportunity to participate further in the course.
 I will conduct this class in an atmosphere of mutual respect. I encourage your active
participation in class discussions. Each of us may have differing opinions on the various
topics of class discussions. The conflict of ideas is encouraged and welcome. The orderly
questioning of the ideas of others, including mine, is similarly welcome. However, I will
exercise my responsibility to manage the discussions so that ideas and argument can proceed
in an orderly fashion. You should expect that if your conduct during class discussions
seriously disrupts the atmosphere of mutual respect I expect in this class, you will not be
permitted to participate further.
 The use of cell phones, beepers, or other communication devices is disruptive, and is
therefore prohibited during class. Except in emergencies, those using such devices must
leave the classroom for the remainder of the class period.
 Students are permitted to use computers during class for note-taking and other class-related
work only, not to check email or use the Internet. Those using computers during class for
work not related to that class must leave the classroom for the remainder of the class period.
 If I am late in arriving to class, you must wait a full 15 minutes after the start of class before
you may leave without being counted absent, or you must follow any written instructions I
may give you about my anticipated tardiness. If you are going to be late or miss class, please
contact me by cell phone (704.516.4908).
 The standards and requirements set forth in this syllabus may be modified at any time by the
course instructor. Notice of such changes will be by announcement in class.
 Attendance is expected in this course and missing more than three classes may result in an
Unsatisfactory (U) grade.
UNC Charlotte
Introduction to Arts Administration
MPAD 6316 (3 Credits)
Formally MAAA 6001
Instructor:
Phone:
Email:
Rebecca Nesbit
704-687-6821
BeckyNesbit@uncc.edu
Course Description
Recognizing the breadth and complexity of career options in art administration, the purpose of
this class is to orient students to the basic profiles of organizational activities within the visual art
field. Students will be given a broad overview of the fundamentals of administrative structure,
standards of operation, and functional components that are found in various visual art
organizations. They will have the opportunity to explore, discuss and understand the principles
of successful art organization management. (Fall) (Evening) (3 credits)
Pre-Requisites
MPAD 6311 Introduction to Nonprofit Management.
Objectives of the Course
By the end of this course, students should have:
 An understanding of who volunteers and why they engage in volunteer work
 The ability to recruit, motivate and retain volunteers
 The ability to create meaningful work for volunteers through sound volunteer
management practices, such as creating job descriptions, interviewing, orienting, training
and supervising volunteers
 An understanding of the complexities of the relationships between paid and unpaid staff
and how to navigate those relationships effectively
 An understanding of how boards influence volunteer management within an organization
 A basic understanding of the policy issues in the field of volunteer management
Instructional Method
Given this is a graduate seminar, class sessions will rely on a combination of instructor lectures,
group discussions, case studies, role play and student presentations. Class sessions are based
upon the assigned readings and we will discuss them. Each member of the seminar is expected to
come to class prepared, having done the readings, engage fully in class discussions, and
participate in class activities. Each member of the course brings ideas, insights, and a unique
perspective – all of which contributes to the dialogue and learning experience. So, please come
to class willing to share your thoughts and ideas, and please be respectful and responsive to
others.
Means of Student Evaluation
Attendance and Participation: Students may miss up to two class sessions for illness,
family emergencies, religious holidays, or university travel. Students missing more than two
class sessions will not be eligible to receive an “A” grade in the class. Participation points may
include credit for small group and individual exercises done during the class period.
Mid-Term Exam: The midterm exam will be a three-day take home exam. It will be
open-book and open-notes. More details regarding the exam will be given as it approaches.
Arts Topics Presentations: Students will alternate making presentations to the class
about the assigned arts topic for the given day.
Final Project: The final project for this course will be a management project that you do
for a local arts organization. The final project is due during the normally scheduled final exam
period.
GRADES
Assignment
Attendance and
Participation
Midterm Exam
Arts Topics Presentations
Final Project
Grand Total
GRADES
Points
100
Percent of Final Grade
25%
100
100
100
400
25%
25%
25%
100%
The standard 10-point grading scale will be used for assigning final grades: >90% = A, 80-89%
= B, 70-79% = C, < 70% = U
Probable Textbooks or Resources
Arts Management by Derrick Chong (2002).
Topical Outline of Course Content
Wednesday, January 14, 2009
Introduction to the Course
Management and the Arts
Case Study: Seattle Opera: The Formative Years
Wednesday, January 21, 2009
Arts Topic: Public Art
Management Topic: Arts Organizations and Arts Management
Readings:
 Read Chong Chapter 1 Introduction
 Henry Hansmann, “Nonprofit enterprise in the performing arts” Bell Journal of
Economics 12 (1981): 341-361.
Wednesday, January 28, 2009
Arts Topic: Music (Instrumental and Vocal)
Management Topic: Management History and Trends
Readings:
 Read Chong Chapter 2 Arts Research
 Philippe Ravanas, “Hitting a high note: The Chicago Symphony Orchestra reverses a
decade of decline with new programs, new services and new prices” International
Journal of Arts Management 10(2) (Winter 2008): 68-87.
Wednesday, February 4, 2009
Arts Topic: Community Festivals and Events
Management Topic: Adaptation and Innovation
Readings:
 Read Chong Chapter 3 Cultural Entrepreneurship
 Galenson, David “Analyzing artistic innovation: The greatest breakthroughs of the
twentieth century” NBER Working Paper #12185 (April 2006)
Wednesday, February 11, 2009
Arts Topic: Visual Arts
Management Topic: Leadership
Readings:
 Read Chong Chapter 5 Artistic Leadership
 David Cray, Loretta Inglis and Susan Freeman, “Managing the arts: Leadership and
decision making under dual rationalities” Journal of Arts Management, Law and Society
36(4) (Winter 2007): 295-313.
Wednesday, February 18, 2009
Arts Topic: Dance
Management Topic: Organizational Design
Readings:
 Read Chong Chapter 10: Organizational Forms and Dynamics
 Read Chong Chapter 4 Collaborations in the Arts
Wednesday, February 25, 2009
Arts Topic: Ethnic and Racial Cultures
Management Topic: Strategy and Positioning
Readings:
 Read Chong Chapter 6: Strategic Positioning and Brand Identity
 Caves, Chapters 11 & 12: Consumers, Critics, Certifiers
Wednesday, March 4, 2009
Midterm Exam—Three Day Take Home
Wednesday, March 11, 2009
Spring Break—No Class
Wednesday, March 18, 2009
Arts Topic: Arts Education/Arts for Children
Management Topic: Planning and Decision Making
Readings:
 Arthur C. Brooks and Jan I. Ondrich, “Quality, service level, or empire: Which is the
objective of the nonprofit arts firm?” Journal of Cultural Economics 31(2) (2007): 129142.
 Mary Ann Glynn, “When cymbals become symbols: Conflict over organizational identity
within a symphony orchestra” Organizational Science 11(3) (May/June 2000): 285-298.
Wednesday, March 25, 2009
Arts Topic: History
Management Topic: Pricing and Financial Management
Readings:
 Velthuis, Olav “Symbolic meanings of prices: constructing the value of contemporary art
in Amsterdam and New York galleries” Theory and Society 32 (2003): 181-215.
 Read Chong Chapter 8: Management by Numbers
 Arthur C. Brooks, “The effects of public policy on private charity” Administration and
Society 36(2) (May 2004): 166-185.
Wednesday, April 1, 2009
Arts Topic: Museums
Management Topic: Marketing and Audience Development
Readings:
 Read Chong Chapter 7: Arts Marketing and Audience Development
 Connecting to New Audiences from Wallace Foundation
Wednesday, April 8, 2009
Arts Topic: Performing Arts
Management Topic: Fundraising and Public Support of Arts
Readings:
 Read Chong Chapter 9: Raising Fund and Financing


Kwangho Jung and M. Jae Moon, “The double-edged sword of public-resource
dependence: The impact of public resources on autonomy and legitimacy in Korean
cultural nonprofit organizations” Policy Studies Journal 35(2) (2007): 205-226.
Cowen, Tyler (2004) How the United States Funds the Arts (National Endowment for the
Arts) [http://www.arts.gov/pub/how.pdf].
Wednesday, April 15, 2009
Arts Topic: Science and Animals
Management Topic: Management Theories and Legal Issues
Readings:
 Rushton, Michael (2001) “The Law and Economics of Artists’ Inalienable Rights”
Journal of Cultural Economics 25(4): 243-257.
 Malanga, S. (2004) “The Curse of the Creative Class” City Journal 14(1): 36-45.
 W. J. Baumol and W. G. Bowen, ‘On the performing arts: the anatomy of their economic
problems’ American Economic Review, Papers and Proceedings 55(1/2) (1965): 495502.
Wednesday, April 22, 2009
Arts Topic: Literary Arts
Management Topic: Arts Councils and Arts Policy
Readings:
 Upchurch, Anna (2004) “John Maynard Keynes, the Bloomsbury Group and the Origins
of the Arts Council Movement” International Journal of Cultural Policy 10(2): 203-217.
 Charlotte Arts and Sciences Council Annual Report
 State Arts Policy from Wallace Foundation
Wednesday, April 29, 2009
Reading Day—No Class
Wednesday, May 6, 2009
Final Projects Due by 5:00pm
Specific Policies that apply to this course:
GENERAL CLASSROOM POLICIES
1. Students are expected to arrive to class on time.
2. Cell phone, pagers and other noisemakers should be turned off during class. We don’t
want to hear things ringing during class. Text messaging is also not allowed during class.
3. Newspapers and magazines may not be read during class.
4. Late assignments are not accepted.
5. All assignments must be turned in at the beginning of class. No work may be submitted
by email.
POLICY ON INCOMPLETES
According to university policy, an incomplete will only be given if coursework completed in the
course is of passing quality and some hardship prevents the student from completing the rest of
the work on time. I interpret hardship to mean some serious illness or family emergency, and not
just class overload at the end of the semester. You must provide documentation for your
emergency. If it becomes absolutely necessary for you to receive an incomplete in this class,
then you and I will together design a contract for completing the course in a timely manner.
ACADEMIC MISCONDUCT
The following is an excerpt from:
POLICY STATEMENT #105
THE CODE OF STUDENT ACADEMIC INTEGRITY
III. DEFINITIONS OF VIOLATIONS
In this section defining student violations of academic integrity: (a) "Intent" refers only to the intent to
commit the dishonest action. Other aspects of the student's motive (e.g., a desire to avoid academic
suspension, or to help a friend) are not material in determining whether an act of dishonesty has been
performed; and (b) "Authorization" is legitimate only if given by the faculty member responsible for the
evaluation of the student's work.
A. CHEATING. Intentionally using or attempting to use unauthorized materials, information,
notes, study aids or other devices in any academic exercise. This definition includes unauthorized
communication of information during an academic exercise.
Typical Examples: Copying from another student's paper or receiving unauthorized assistance during a
quiz, test or examination; using books, notes or other devices (e.g., calculators) when these are not
authorized; procuring without authorization tests or examinations before the scheduled exercise (including
discussion of the substance of examinations and tests when it is expected these will not be discussed);
copying reports, laboratory work, computer programs or files and the like from other students;
collaborating on laboratory or computer work without authorization and without indication of the nature
and extent of the collaboration; sending a substitute to take an examination.
B. FABRICATION AND FALSIFICATION. Intentional and unauthorized alteration or invention of
any information or citation in an academic exercise. Falsification is a matter of altering
information, while fabrication is a matter of inventing or counterfeiting information for use in any
academic exercise.
Typical Examples: (Fabrication) inventing or counterfeiting data, research results, information or
procedures; inventing data or fabricating research procedures to make it appear that the results of one
process are actually the results of several processes; counterfeiting a record of internship or practicum
experiences; (Falsification) altering the record of data or experimental procedures or results; false citation
of the source of information (e.g., reproducing a quotation from a book review while indicating that the
quotation was obtained from the book itself); altering the record of or reporting false information about
practicum or clinical experiences; altering grade reports or other academic records; submitting a false
excuse for absence or tardiness in a scheduled academic exercise; altering a returned examination paper
and seeking regrading.
C. MULTIPLE SUBMISSION. The submission of substantial portions of the same academic work
(including oral reports) for credit more than once without authorization.
Typical Examples: Submitting the same paper for credit in two courses without instructor permission;
making minor revisions in a credited paper or report (including oral presentations) and submitting it again
as if it were new work. (Different aspects of the same work may receive separate credit; e.g., a report in
History may receive credit for its content in a History course and for the quality of presentation in a Speech
course.)
D. PLAGIARISM. Intentionally or knowingly presenting the work of another as one's own (i.e.,
without proper acknowledgement of the source). The sole exception to the requirement of
acknowledging sources is when the ideas, information, etc., are common knowledge. (NOTE: For
more information regarding plagiarism, see PLAGIARISM.)
Typical Examples: Submitting as one's own work of a "ghost writer" or commercial writing service; directly
quoting from a source without citation; paraphrasing or summarizing another's work without
acknowledging the source; using facts, figures, graphs, charts or information without acknowledgement of
the source. Plagiarism may occur orally and in writing. It may involve computer programs and files,
research designs, distinctive figures of speech, ideas and images, or generally any "information" which
belongs to another.
E. ABUSE OF ACADEMIC MATERIALS. Intentionally or knowingly destroying, stealing, or making
inaccessible library or other academic resource material.
Typical Examples: Stealing or destroying library or reference materials needed for common academic
exercises; hiding resource materials so others may not use them; destroying computer programs or files
needed in academic work; stealing or intentionally destroying another student's notes or laboratory
experiments; receiving assistance in locating or using sources of information in an assignment where such
assistance has been forbidden by the instructor. (NOTE: The offense of abuse of academic materials shall be
dealt with under this Code only when the abuse violates standards of integrity in academic matters, usually in
a course or experience for which academic credit is awarded.)
F. COMPLICITY IN ACADEMIC DISHONESTY. Intentionally or knowingly helping or attempting to
help another to commit an act of academic dishonesty.
Typical Examples: Knowingly allowing another to copy from one's paper during an examination or test;
knowingly distributing test questions or substantive information about the material to be tested before the
scheduled exercise; collaborating on academic work knowing that the collaboration will not be reported;
taking an examination or test for another student, or signing a false name on an academic exercise. (NOTE:
Collaboration and sharing information are characteristics of academic communities. These become violations
when they involve dishonesty. Instructors should make expectations about collaborations clear to students.
Students should seek clarification when in doubt.)
Any student that fails to comply with the university’s policies on academic integrity will fail the
course.
Civility
Pursuant to the UNCC Student Code of Conduct, disorderly conduct which interferes with
teaching, research, administration, or other university or university-authorized activity will not
be tolerated and will be immediately reported to the Office of The Dean of Students for
appropriate disposition which may result in disciplinary action including possible suspension
and/or expulsion from the university.
UNC Charlotte
Arts Administration II
MPAD 6316 (3 Credits)
Content was offered across several MAAA courses
Instructor:
Phone:
Email:
Rebecca Nesbit
704-687-6821
BeckyNesbit@uncc.edu
Course Description
This is an advanced course in the administration of arts nonprofits. This course goes into detail
about several issues that are unique to the field of arts management including career paths in arts
administration, marketing, legal issues, arts boards, arts councils, cultural districts, and
constituent development. (Spring) (Evening) (3 credits)
Pre-Requisites
MPAD 6316 Introduction to Arts Administration.
Objectives of the Course
At the end of this course, students should be able to:
 Understand the importance and role of cultural districts and arts councils
 Describe basic issues in state management and facilities management
 Understand basic principles for working with and developing boards of arts organizations
 Develop a basic arts education or arts advocacy program
 Understand some basic challenges in the arts field, such as cost disease, unions and
guilds, freedom of expression and international trade
 Know about different careers in arts administration
Instructional Method
Given this is a graduate seminar, class sessions will rely on a combination of instructor lectures,
group discussions, case studies, role play and student presentations. Class sessions are based
upon the assigned readings and we will discuss them. Each member of the seminar is expected to
come to class prepared, having done the readings, engage fully in class discussions, and
participate in class activities. Each member of the course brings ideas, insights, and a unique
perspective – all of which contributes to the dialogue and learning experience. So, please come
to class willing to share your thoughts and ideas, and please be respectful and responsive to
others.
Means of Student Evaluation
Attendance and Participation: Students may miss up to two class sessions for illness,
family emergencies, religious holidays, or university travel. Students missing more than two
class sessions will not be eligible to receive an “A” grade in the class. Participation points may
include credit for small group and individual exercises done during the class period.
Mid-Term Exam: The midterm exam will be a three-day take home exam. It will be
open-book and open-notes. More details regarding the exam will be given as it approaches.
Arts Topics Presentations: Students will alternate making presentations to the class
about the assigned arts topic for the given day.
Final Project: The final project for this course will be a management project that you do
for a local arts organization. The final project is due during the normally scheduled final exam
period.
GRADES
Assignment
Attendance and
Participation
Midterm Exam
Arts Topics Presentations
Final Project
Grand Total
GRADES
Points
100
Percent of Final Grade
25%
100
100
100
400
25%
25%
25%
100%
The standard 10-point grading scale will be used for assigning final grades: >90% = A, 80-89%
= B, 70-79% = C, < 70% = U
Probable Textbooks or Resources
Richard E. Caves, Creative Industries: Contracts Between Art and Commerce (Harvard
University Press, 2000).
Korza, Pam, Maren Brown and Craig Dreezen (2007) Fundamentals of Arts Management, Arts
Extension Service, University of Massachusetts: Amherst, MA.
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Topical Outline of Course Content
Week One



Cultural Advocacy
Arts Management Chapter 3 Cultural Advocacy
Dwyer, M. and Frankel, S. (2003) Policy Partners: Making the Case for State Investments
in Culture, The Pew Charitable Trusts and the Center for the Arts and Culture,
http://www.culturalpolicy.org/pdf/policypartners.pdf
Madden, C. and Bloom, T. (2001) “Advocating Creativity” International Journal of
Cultural Policy, 7(3): 409-436.
Week Two



Arts Management Chapter 1 Community Building Through Arts
Arts Management Chapter 14 Arts Education
Sabol, F. Robert (2010) No Child Left Behind: A Study of Its Impact on Arts Education,
National Art Education Foundation.
Week Three










Freedom of Expression
Thomas Jefferson Center for the Protection of Free Expression. Art on Trial: The Arts,
the First Amendment, and the Courts. [http://www.tjcenter.org/ArtOnTrial/index.html].
Posner, Richard A. (1989) “Art for law’s sake” American Scholar 58(4): 513-520.
Piarowski v. Illinois Community College District 515, 759 F.2d 625 (7th Cir. 1985).
[http://www.projectposner.org/case/1985/759F2d625/].
Rasmusen, Eric (1998) “The Economics of Desecration: Flag Burning and Related
Activities” Journal of Legal Studies 22(2, part 1): 245-70.
Sullivan, Kathleen M. (1995) “Free Speech and Unfree Markets” UCLA Law Review 42:
949-965.
Week Six

Arts Councils
Upchurch, Anna (2004) “John Maynard Keynes, the Bloomsbury Group and the Origins
of the Arts Council Movement” International Journal of Cultural Policy 10(2): 203-217.
King, K. and Mark Blaug (1976) “Does the Arts Council Know What It Is Doing?” in
Mark Blaug (ed.) The Economics of the Arts (Martin Robertson) pp. 101-31. [This is not
online – it will be made available somehow].
Schuster, J. Mark (2001) “Policy and Planning with a Purpose, or The Art of Making
Choices in Arts Funding”. Working Paper, Cultural Policy Center, University of Chicago.
[http://culturalpolicy.uchicago.edu/workingpapers/Schuster10.pdf].
Week Five

Cultural Districts
Arts Management Chapter 2 Arts and the Economy
Brooks, Arthur C., and Roland J. Kushner (2001) “Cultural Districts and Urban
Development” International Journal of Arts Management 3(2): 4-15.
Stern, Mark J., and Susan C. Seifert (2007) “Cultivating ‘Natural’ Cultural Districts”
Social Impact of the Arts Project:
[http://www.trfund.com/resource/downloads/creativity/NaturalCulturalDistricts.pdf]
National Assembly of State Arts Agencies (2008) “State Cultural Districts” State Policy
Brief [http://www.nasaa-arts.org/artworks/policy_brief_2008.pdf].
Week Four

Arts Education
Cultural Diversity
Arts Management Chapter 13 Cultural Access




UNESCO (2005) Convention on the Protection and Promotion of the Diversity of
Cultural Expressions. [http://unesdoc.unesco.org/images/0014/001429/142919e.pdf].
Cowen, Tyler (2002) “Culture in a Global Economy” The 2000 Hans L. Zetterberg
Lecture. [http://www.gmu.edu/jbc/Tyler/culture-in-the-global-economy.PDF].
Geertz, Clifford (2003) “Off the Menu: A Review of ‘Creative Destruction’”. The New
Republic (February 17): 27-29.
Naseem Khan “Towards a Greater Diversity: Results and Legacy of the Arts Council of
England’s Cultural Diversity Action Plan.”
[http://www.artscouncil.org.uk/documents/publications/354.pdf].
Week Seven International Trade of the Arts






Caves Chapter 20 Entertainment Conglomerates
Ashenfelter, Orley and Kathryn Graddy “Auctions and the Price of Art” Journal of
Economic Literature 41(3) (September 2003): 763-787.
Ashenfelter, Orley and Kathryn Graddy “Anatomy of the rise and fall of a price-fixing
conspiracy: auctions at Sotheby’s and Christie’s” Journal of Competition Law and
Economics 1(1) (2005): 3-20.
Merryman, John Henry (1986) “Two Ways of Thinking About Cultural Property”
American Journal of International Law 80(4): 831-853.
Cuno, James (2001) “U.S. Art Museums and Cultural Property” Connecticut Journal of
International Law 16 (Spring): 189-196.
Posner, Eric A. (2006) “The International Protection of Cultural Property: Some
Skeptical Observations” University of Chicago, Public Law and Legal Theory Working
Paper #141: [http://www.law.uchicago.edu/academics/publiclaw/141.pdf].
Week Eight



Caves Chapter 6 Contracts for Creative Products
Caves Chapter 7 Guilds, Unions and Faulty Contracts
Prak, Maarten, (2003) Guilds and the Development of the Art Market during the Dutch
Golden Age, Simiolus: Netherlands Quarterly for the History of Art, Vol. 30, No. 3/4
(2003), pp. 236-251
Week Nine





Unions and Guilds
Cost Disease
Caves Chapter 14 Covering High Fixed Costs
Caves Chapter 16 Cost Disease and Its Analgesics
W. J. Baumol and W. G. Bowen, ‘On the performing arts: the anatomy of their economic
problems’ American Economic Review, Papers and Proceedings 55(1/2) (1965): 495502.
Henry B. Hansmann, “The role of nonprofit enterprise” Yale Law Journal 89(5) (April
1980): 835-901. [note this is online in the JSTOR Arts and Sciences IV Collection].
Tyler Cowen, ‘Why I do not believe in cost disease’ Journal of Cultural Economics 20(3)
(1996): 207-214.
Week Ten



Stage Management I: Lights and Sound
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 5 Lighting Design
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 6 Lighting: Now You See It
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 7 Sound: Audible Atmosphere
Week Eleven Stage Management II: Costumes and Scenery



Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 3 Scenic Design
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 9 Stage Management
Campbell, Drew (1999) Technical Theater for Non-Technical People, Allworth Press.
Chapters 4 The Tools of Scenery
Week Twelve Facilities Management


Caves Chapter 21 Filtering and Storing Durable Creative Goods: Visual Arts
Lord, Gail and Lord, Barry (2009). Facilities Management. The Manual of Museum
Management (pp. 166-211), AltaMira Press: Landham, MD.
Week Thirteen Program Management




Arts Management Chapter 11 Program Planning
Arts Management Chapter 15 Program Evaluation
Lord, Gail and Lord, Barry (2009). Public Program Management. The Manual of
Museum Management (pp. 109-165), AltaMira Press: Landham, MD.
Weinstein, L. & Bukovinsky, D. (Winter 2009). Use of the balanced scorecard and
performance metrics to achieve operational and strategic alignment in arts and
culture not-forprofits. International Journal of Arts Management, 11(2): 42-55.
Week Fourteen Developing Boards


Arts Management Chapter 5 Board Development
Lord, Gail and Lord, Barry (2009). The Board. The Manual of Museum Management
(pp. 21-28), AltaMira Press: Landham, MD.
Week Fifteen Innovation in the Arts

Caves Chapter 13 Innovation, Fads and Fashions


Galenson, David “Analyzing artistic innovation: The greatest breakthroughs of the
twentieth century” NBER Working Paper #12185 (April 2006) [link].
Galenson, David and Joshua Kotin “From the new Wave to the New Hollywood: The life
cycles of important movie directors from Godard and Truffaut to Spielberg and
Eastwood” NBER Working Paper #14150 (June 2008) [link].
Week Sixteen Career Options in the Arts
Specific Policies that apply to this course:
GENERAL CLASSROOM POLICIES
1. Students are expected to arrive to class on time.
2. Cell phone, pagers and other noisemakers should be turned off during class. We don’t
want to hear things ringing during class. Text messaging is also not allowed during class.
3. Newspapers and magazines may not be read during class.
4. Late assignments are not accepted.
5. All assignments must be turned in at the beginning of class. No work may be submitted
by email.
POLICY ON INCOMPLETES
According to university policy, an incomplete will only be given if coursework completed in the
course is of passing quality and some hardship prevents the student from completing the rest of
the work on time. I interpret hardship to mean some serious illness or family emergency, and not
just class overload at the end of the semester. You must provide documentation for your
emergency. If it becomes absolutely necessary for you to receive an incomplete in this class,
then you and I will together design a contract for completing the course in a timely manner.
ACADEMIC MISCONDUCT
The following is an excerpt from:
POLICY STATEMENT #105
THE CODE OF STUDENT ACADEMIC INTEGRITY
III. DEFINITIONS OF VIOLATIONS
In this section defining student violations of academic integrity: (a) "Intent" refers only to the intent to
commit the dishonest action. Other aspects of the student's motive (e.g., a desire to avoid academic
suspension, or to help a friend) are not material in determining whether an act of dishonesty has been
performed; and (b) "Authorization" is legitimate only if given by the faculty member responsible for the
evaluation of the student's work.
A. CHEATING. Intentionally using or attempting to use unauthorized materials, information,
notes, study aids or other devices in any academic exercise. This definition includes unauthorized
communication of information during an academic exercise.
Typical Examples: Copying from another student's paper or receiving unauthorized assistance during a
quiz, test or examination; using books, notes or other devices (e.g., calculators) when these are not
authorized; procuring without authorization tests or examinations before the scheduled exercise (including
discussion of the substance of examinations and tests when it is expected these will not be discussed);
copying reports, laboratory work, computer programs or files and the like from other students;
collaborating on laboratory or computer work without authorization and without indication of the nature
and extent of the collaboration; sending a substitute to take an examination.
B. FABRICATION AND FALSIFICATION. Intentional and unauthorized alteration or invention of
any information or citation in an academic exercise. Falsification is a matter of altering
information, while fabrication is a matter of inventing or counterfeiting information for use in any
academic exercise.
Typical Examples: (Fabrication) inventing or counterfeiting data, research results, information or
procedures; inventing data or fabricating research procedures to make it appear that the results of one
process are actually the results of several processes; counterfeiting a record of internship or practicum
experiences; (Falsification) altering the record of data or experimental procedures or results; false citation
of the source of information (e.g., reproducing a quotation from a book review while indicating that the
quotation was obtained from the book itself); altering the record of or reporting false information about
practicum or clinical experiences; altering grade reports or other academic records; submitting a false
excuse for absence or tardiness in a scheduled academic exercise; altering a returned examination paper
and seeking regrading.
C. MULTIPLE SUBMISSION. The submission of substantial portions of the same academic work
(including oral reports) for credit more than once without authorization.
Typical Examples: Submitting the same paper for credit in two courses without instructor permission;
making minor revisions in a credited paper or report (including oral presentations) and submitting it again
as if it were new work. (Different aspects of the same work may receive separate credit; e.g., a report in
History may receive credit for its content in a History course and for the quality of presentation in a Speech
course.)
D. PLAGIARISM. Intentionally or knowingly presenting the work of another as one's own (i.e.,
without proper acknowledgement of the source). The sole exception to the requirement of
acknowledging sources is when the ideas, information, etc., are common knowledge. (NOTE: For
more information regarding plagiarism, see PLAGIARISM.)
Typical Examples: Submitting as one's own work of a "ghost writer" or commercial writing service; directly
quoting from a source without citation; paraphrasing or summarizing another's work without
acknowledging the source; using facts, figures, graphs, charts or information without acknowledgement of
the source. Plagiarism may occur orally and in writing. It may involve computer programs and files,
research designs, distinctive figures of speech, ideas and images, or generally any "information" which
belongs to another.
E. ABUSE OF ACADEMIC MATERIALS. Intentionally or knowingly destroying, stealing, or making
inaccessible library or other academic resource material.
Typical Examples: Stealing or destroying library or reference materials needed for common academic
exercises; hiding resource materials so others may not use them; destroying computer programs or files
needed in academic work; stealing or intentionally destroying another student's notes or laboratory
experiments; receiving assistance in locating or using sources of information in an assignment where such
assistance has been forbidden by the instructor. (NOTE: The offense of abuse of academic materials shall be
dealt with under this Code only when the abuse violates standards of integrity in academic matters, usually in
a course or experience for which academic credit is awarded.)
F. COMPLICITY IN ACADEMIC DISHONESTY. Intentionally or knowingly helping or attempting to
help another to commit an act of academic dishonesty.
Typical Examples: Knowingly allowing another to copy from one's paper during an examination or test;
knowingly distributing test questions or substantive information about the material to be tested before the
scheduled exercise; collaborating on academic work knowing that the collaboration will not be reported;
taking an examination or test for another student, or signing a false name on an academic exercise. (NOTE:
Collaboration and sharing information are characteristics of academic communities. These become violations
when they involve dishonesty. Instructors should make expectations about collaborations clear to students.
Students should seek clarification when in doubt.)
Any student that fails to comply with the university’s policies on academic integrity will fail the
course.
Civility
Pursuant to the UNCC Student Code of Conduct, disorderly conduct which interferes with
teaching, research, administration, or other university or university-authorized activity will not
be tolerated and will be immediately reported to the Office of The Dean of Students for
appropriate disposition which may result in disciplinary action including possible suspension
and/or expulsion from the university.
UNC Charlotte
Financial Analysis for Nonprofit Organizations
MPAD 6324 (3 Credits)
Instructor:
Phone:
Email:
Gary Rassel
704-687-2571
grassel@uncc.edu
Course Description
Topics include fund accounting basics for nonprofit organizations, preparation and analysis of
financial statements, evaluating and monitoring financial condition, capital budgeting and
investment analysis, debt policy and management. (Fall) (Evening) (3 credits)
Pre-Requisites
None.
Objectives of the Course
By the end of this course, students should have:
 An understanding of how nonprofit and public organizations compare in terms of their
reporting requirements
 The ability read financial statements for public and nonprofit agencies
 The ability to create capital budget plans for nonprofit organizations
 An understanding of the complexities of investment and debt analysis
 An understanding of financial terminology
 An ability to assess the financial conditions of nonprofit agencies.
Instructional Method
Much of the material covered in this course is highly technical/analytical. Therefore, course time
will be generally divided into two segments: lecture, and problem solving. Key concepts,
formulas, legal requirements, and techniques will be presented during the lecture segments.
Students will then be required to complete several problems under the instructor’s supervision in
class. Students will then be assigned homework to be done on their own. Answers to the
homeworks will be covered at the beginning of the next class period.
Means of Student Evaluation
Students will be graded on completion of the following:
1. Problems and exercises. Most will be from the textbook. (50% of grade). These will be
both in-class and homework.
2. Mid-term and end of semester exams. (50 % of grade).
Additional information for assignments will be provided during the semester.
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of student
academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal (2.0); and U
Unsatisfactory (0.0). For this class, I will use a criterion-referenced grading system, meaning
students will be evaluated against an absolute scale (as opposed to each other), with grades of 90
to 100 = A; 80 to 89 = B; 70 to 79 = C; below 70 = U.
Probable Textbooks or Resources
Steven Finkler. Financial Management for Public, Health, and Not-for-Profit Organizations.
Third edition, 2010.
Useful Web Sites:
Index of Non Profit Topics. http://www.managementhelp.org/topics.htm
NC Nonprofit Center. http://ncnonprofits.org/
Government Accounting Standards Board (GASB). http://www.gasb.org
Not for Profit Accounting Newsletter. http://www.NFPAccountingHelp.org
Other web site addresses will be provided.
I hope to have one or more guest speakers during the session.
Topical Outline of Course Content
Introduction to Financial Analysis. Overview of course. Financial information
assignment given. Due 6/10.
Planning and Budgeting 1. Types of organizations; types of budgets.
Chapter 1 and appendix; Questions, 1-1; 1-9; . Chapter, 2. 2-3; 2-14; Problems 2-22;
Additional assignment : view nonprofit budget on-line and answer questions
provided by your instructor. Due 6/17.
Costs and Cost Analysis
Read Ch. 4. (Emphasize the following pages: 124-138; 143-147; 153-155)
Answer questions 4-2; 4-3; 4-4; Problems 4-35; 4-49; 4-57. Government budget
information exercise due. Forecasting exercise due.
Capital Budgeting and Investment Analysis.
Read Ch. 5; Appendix 5-A; 5-B. Several problems using Excel will be assigned.
Lab session.
Answer questions: 5-2 and explain; 5-6; 5-13; Exercises: 5-11; 5-14; 5-17; 5-24. Only one
method is required. See Problems Part B. Problem 5-27. Substitute problems may be used.
Instructor will provide additional instructions.
Capital Budgeting, Long Term Financing and Debt.
Read Ch. 6. including Appendices Answer: 6-1; 6-3; 6-5; 6-6; .
Read Ch. 7. Read the Case Study. Appendices are optional. Answer questions: 7-1;
7-3; 7-17; 7-20; 7-21. Take home exam given.
Accountability, Accounting and Ethics.
Read Ch. 8 and Ch. 9; Appendix 9-A. In Ch. 8 pay particular attention to pages
276-289; 299-310; Answer questions and problems 8-1; 8-7; 8-10; 8-12.
What is the Sarbanes-Oxley Act and how is it likely to affect not-for-profit organizations?
Chapter 9 is important! In it the author discusses the balance sheet.
Appendix 9-A is extremely important.
Answer questions and problems: 9-1; 9-2; 9-3; 9-13; 9-14; 9-19; 9-20;
9-23; 9-24; 9-25. Instructor will provide information for 9-23, 9-24, and 9-25;
Guide Star Exercise to be assigned.
Take home exam due.
Accounting, Reporting, and Analysis.
Read Ch. 10 including all appendices. Chapter 10 discusses the activity statement and the cash
flow statement. Answer questions and problems: 10-1; 10-12;
[For 10-12, also explain how the information on these statements differs]; 10-14;
10-15; 10-16a, b, c.
[ The instructor will provide partial solutions to 10-14, 10-15 and 10-16].
Accounting and Financial Statement Analysis for Not-for-Profit Organizations.
Read Ch. 11 and Appendix 11-A.
Answer questions and problems 11-1; 11-2; 11-6; 11-7; 11-10; [With
regard to 11-7, answer this with reference to not-for-profit and health organizations.]
Read Ch. 14. Answer questions 14-6; 14-7.Problem 14-10.
Guide Star Assignment due.
Accounting and Financial Condition Analysis for Government Organizations.
Read Chapter 12 and 13 and chapter 13 Appendices.
Answer questions 12-1; 12-2; 13-1; 13-2; 13-3.
Guest speaker invited.
Final exam distributed. Due August 10.
Financial Condition Analysis – Assessing Nonprofits
Read Ch. 15 and Appendix A. Answer questions and problems 15-2; 15-8; 15-11;
15-12; and 15-13. [Instructor will provide additional instructions].
Students are encouraged to read through the case study which begins on page 592.
Financial condition assignment given. Due August 11.
Final exam due.
Financial condition assignment due.
Academic Integrity
All students are required to read and abide by the UNC Charlotte Code of Student
Academic Integrity. Violations of the Code of Student Academic Integrity, including
plagiarism, will result in disciplinary action as provided in the Code. Definitions and
examples of plagiarism are set forth in the Code. The Code is available from the Dean of
Students Office or online at: http://www.legal.uncc.edu/policies/ps-105.html. Students
have the responsibility to know and observe the requirements of the code, which forbids
cheating, fabrication or falsification of information, multiple submissions of academic
work, plagiarism, abuse of academic materials, and complicity in academic dishonesty.
Academic evaluations in this course include a judgment that the student's work is free
from academic dishonesty of any type; and grades in this course therefore should be and
will be adversely affected by academic dishonesty. Students who violate the code can be
expelled from UNC Charlotte. The normal penalty for a first offense is zero credit on the
work involving dishonesty and further substantial reduction of the course grade. In
almost all cases, the course grade is reduced to F. Standards of academic integrity and
their requisite penalties will be enforced in this course. Students are expected to report
cases of academic dishonesty to the course instructor.
UNC Charlotte
Project Management
MPAD 6332 (3 Credits)
Instructor:
Phone:
Email:
Maureen Brown
Course Description
A project is a temporary endeavor undertaken to create a unique product, service, or result. The
temporary nature of projects indicates a definite beginning and end. The end is reached when the
project's objectives have been achieved or when the project is terminated because its objectives
will not or cannot be met, or when the need for the project no longer exists. This course explores
the discipline of project management across the project lifecycle. The course is based on the
Project Management Institute's (PMI) Project Management Body of Knowledge. At the
completion of the course, students should have the knowledge to successfully complete the
PMI's certification exam. (On Demand) (Evening) (3 credits)
Pre-Requisites
None.
Objectives of the Course
The course objectives are to:
1. Produce a project plan to ensure successful delivery and stakeholder satisfaction
2. Plan and run projects using best practices in a 6-step project management process
3. Implement risk management techniques and mitigation strategies
4. Estimate and schedule task work and duration
5. Implement monitoring tools and controls to keep you fully in command of the project
6. Recognize and practice the leadership skills needed to run a motivated team
7. Actively plan, control and close the project
8. Define clear project goals and measurable deliverables
9. Develop work breakdown structures
10. Determine task dependencies and the project schedules
11. Assign and optimize resources
12. Develop risk management plans
13. Produce implementation plans
14. Manage and respond to changes
15. Evaluate motivation and team-building issues
Instructional Method
To assist in attaining the objectives, this seminar will be hosted in a manner that facilitates the
ability to become a self-directed learner. As such, instruction strategies will incorporate the
problem based learning and self-directed learning approaches to education (see:
http://en.wikipedia.org/wiki/Problem-based_learning and
http://www.ntlf.com/html/lib/bib/89dig.htm). As a consequence, participants are expected to
play an active role in the educational process.
Means of Student Evaluation
Final Exam - 50% (the final exam is a practice PMI certification exam and, thus, will consist of
50 multiple choice questions. The exam will be closed book and administered during the
last class period).
Case Analysis / Assigned Problems - 10% each (As applicable, each case analysis is to be
written from the context of a Project Manager informing key stakeholders. As such, the
analysis should take a memo format. Because it is written to fully inform key
stakeholders, the memo should be substantive, concise, and precise.)
Participant Directed Presentations - 10%. Each participant is expected to host one course
session. As such, the host(s) will be responsible for the evening's learning session.
Responsibilities include: developing objectives, hosting discussions, and providing
additional learning materials.
Participation and Attendance - 10%
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of
student academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal
(2.0); U Unsatisfactory (0.0). Grades will be assigned as follows: 90.00 to 100 = A; 80.00
to 89.99 = B; 70.00 to 79.99 = C; below 70.00 = U.
Probable Textbooks or Resources
Books, Software:
1. A Guide to the Project Management Body of Knowledge, 4th ed. Project Management
Institute
2. Government Extension to the PMBOK, Project Management Institute
3. Microsoft Project 2007 – you can download a free 60 day trial version at:
http://office.microsoft.com/en-us/project/default.aspx?ofcresset=1
Topical Outline of Course Content
June 1
8
15
22
29
Introduction
PMBOK CH 1-3, Govt Guide CH 1-3
PMBOK CH 4, Govt Guide CH 4
Arnold and Yates
PMBOK CH 5, Govt Guide CH 5
Clayton and Woodall
PMBOK CH 6, Govt Guide CH 6
July 6
13
20
27
August 3
10
Davis and Stritch
PMBOK CH 7, Govt Guide CH 7: Time Management Project Due.
Davison and Sharpe
PMBOK CH 8, Govt Guide CH 8: Problem set distributed.
Elliot, Rorie and Levy
PMBOK CH 9, Govt Guide CH 9: Problem set due.
Gentzel and Romines
PMBOK CH 10, Govt Guide CH 10.
Graham and Malick
PMBOK CH 11-12, Govt Guide CH 11-12: Challenger case due.
Hall and King
Final Exam: Practice PMI certification exam
Academic Integrity
As stated in the UNCC Undergraduate & Graduate Catalogs: The UNCC Code of Student
Academic Integrity governs the responsibility of students to maintain integrity in academic work,
defines violations of the standards, describes procedures for handling alleged violations of the
standards, and lists applicable penalties.
The following conduct is prohibited in the Code as violating those standards:
A.
Cheating: Intentionally using or attempting to use unauthorized materials,
information, notes, study aids or other devices in any academic exercise. This
definition includes unauthorized communication of information during an
academic exercise.
B.
Fabrication and Falsification: Intentional and unauthorized alteration or invention
of any information or citation in an academic exercise. Falsification is a matter of
altering information, while fabrication is a matter of inventing or counterfeiting
information for use in any academic exercise.
C.
Multiple Submission: The submission of substantial portions of the same
academic work (including oral reports) for credit more than once without
authorization.
D.
Plagiarism: Intentionally or knowingly presenting work of another as one's own
(i.e., without proper acknowledgement of the source). The sole exception to the
requirement of acknowledging sources is when the ideas, information, etc. are
common knowledge.
E.
Abuse of Academic Materials: Intentionally or knowingly destroying, stealing or
making inaccessible library or other academic resource material.
F.
Complicity in Academic Dishonesty: Intentionally or knowingly helping or
attempting to help another to commit an act of academic dishonesty.
Students with Disabilities:
Any student in this course who has a disability that may prevent him or her from fully
demonstrating his or her abilities should contact me personally within the first two weeks of the
semester so we can discuss accommodations necessary to ensure full participation.
A Special Note on Plagiarism:
Students at this level are expected to properly cite all work taken from another source. If the
work is a direct quote, please cite the author’s name, year and page number. If the work is
paraphrased, or draws heavily upon someone else’s theory, the work must also be cited. In
addition, all papers in this class that cite work must contain a bibliography. Plagiarism will not
be tolerated and may result in an “F” in the course. If plagiarism is suspected, the paper will be
run through turnitin.com to check for plagiarism outside the course texts. If you are unfamiliar
with how to cite work, please consult a style manual or seek help from the writing center on
campus.
UNC Charlotte
Public Sector Financial Management I
MPAD 6350 (3 Credits)
Instructor:
Phone:
Email:
Robert Kravchuk
704-687-2574
rkravchu@uncc.edu
Course Description
This course takes students beyond the introductory material in MPAD 6131 into a
more thoroughgoing analysis of the finance function in modern governments. The
dimensions of budgeting and financial management theory and practice which are
examined include: management and accounting for revenues and expenditures; basic
governmental accounting principles and procedures; the relationship of budgets to the
accounting system; principles and concepts of revenue policy and administration. The
material covered in this course should be regarded as “required knowledge” for public
financial managers. (Fall) (Evening) (3 credits)
Pre-Requisites
MPAD 6131 Public Budgeting & Finance.
Objectives of the Course
Provide students with a basic knowledge of public sector accounting so that they can understand
and analyze accounting ledgers and public financial statements.
Provide students with a basic knowledge of how to use public sector accounting to better manage
financial resources and justify agency requests for resources.
Enhance students’ ability to understand revenue policy and administration.
Instructional Method
Much of the material covered in this course is highly technical/analytical. Therefore, course time
will be generally divided into two segments: lecture, and problem solving. Key concepts,
formulas, legal requirements, and techniques will be presented during the lecture segments.
Students will then be required to complete several problems under the instructor’s supervision in
class. Students will then be assigned homework to be done on their own. Answers to the
homework will be covered at the beginning of the next class period.
Means of Student Evaluation
Attendance Policy. Enrollment in the course will be taken as prima facie evidence of
the student’s commitment to complete the assigned work on a timely basis.
Consequently, you are expected to attend each class, and to be present when each
class begins. Reading assignments and other class preparation are to be completed by
the class session in which the corresponding topic is to be discussed. This is in order
that students will benefit maximally from the class lectures, in-class exercises,
simulations, and student discussions. [Note that a pattern of unexcused absences will
result in a reduced final course grade.]
Grading. Final grades will be based on two examinations, weekly homework, and an
issue paper. Make-up exams will not ordinarily be given (except in extreme
circumstances, such as family emergency, serious illness, killer comets, or the
collapse of Western Civilization – the instructor will be the final judge of what
qualifies as such). The approximate weighting follows:
Midterm Examination
Homework Assignments
Issue Paper
Final Examination
30%
25
15
30
100%
Math Notice. The homework and examinations may include a mixture of short essay
questions and computational problems. This is not a math course, but we do use lots
of numbers. Mathematical knowledge beyond college algebra is not required to
succeed in this course. But if a student has difficulty with numbers (e.g., if one
suffers from “math anxiety”) then they may have difficulty with this course. Any
documented learning disabilities should be brought to the instructor’s attention at the
outset of the course. Any strictly mathematics deficiencies should be remedied prior
to registering for this course.
Issue Paper. All students will prepare a short issue paper for course credit. It must
deal with an issue involving public expenditure management, and/or public revenue
policy, taxation, tax administration, or governmental accounting and financial
reporting. You should think of these papers as essay-type exams in which you get to
pick the questions! The expectation is that you will research the topic thoroughly,
provide acceptable references for your researches, and present your findings in a
professional manner. Papers should be in the form of memos addressed to the
instructor, 8-10 pages long (excluding citations, tables, charts, graphs, cartoons etc.),
and typed double-spaced using a 12-point font, with standard 1¼-inch margins. No
exceptions.
You must provide the instructor with a one-half page summary of your proposed
topic no later than four weeks before the report is due, so that the appropriateness of
the topic can be evaluated in plenty of time for you to complete the papers. Early
proposal submissions are highly desirable.
Homework Assignments There are weekly homework assignments. You may work
on and submit homeworks in groups of no more than three students. These will be
due in good form, typed and on-time. No late submissions will be accepted, and
there will be no exceptions to this rule unless prior arrangements have been made
with the instructor.
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of student
academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal (2.0); and U
Unsatisfactory (0.0). For this class, I will use a criterion-referenced grading system, meaning
students will be evaluated against an absolute scale (as opposed to each other), with grades of 90
to 100 = A; 80 to 89 = B; 70 to 79 = C; below 70 = U.
Probable Textbooks or Resources
Additional readings also would be on electronic reserve:
1. J. Richard Aronson and Eli Schwartz, eds. Management Policies in Local
Government Finance, 5th ed. Washington, D.C.: ICCMA Press, 2004.
2. Earl Wilson, Susan Kattelus, and Jacqueline Reck. Accounting for
Governmental & Nonprofit Entities, New York: McGraw-Hill, 2005.
3. Robert L. Bland A Revenue Guide for Local Governments, 2nd Edition.
Washington, D.C.: ICCMA Press, 2007.
Topical Outline of Course Content
Week
1
2
3
4
5
6
7
8
9
10
11
12
13
Topic / Task / Event
I. Course Introduction and Overview.
II. Accounting Basics and Fundamentals - I
III. Accounting Basics and Fundamentals – II.
IV. Governmental Accounting Concepts and
Conventions.
V(a). Managing and Accounting for General
Government – I.
(General Revenues and Operating and Capital Grants.)
V(b). Managing and Accounting for General
Government – II.
(General Expenditures and Functional Expenses.)
VI. Accounting for General Capital Assets:
Construction, Acquisition, Maintenance and Disposal.
   Midterm Examination   
VII. Revenue Policy Criteria & Their Application.
VIII. Income Taxation.
IX. Taxation of Goods and Services.
X. Property Taxes.
XI. Charges, Fees, and Opportunistic Revenues.
   Final Examination   
Academic Integrity
All students are required to read and abide by the UNC Charlotte Code of Student
Academic Integrity. Violations of the Code of Student Academic Integrity, including
plagiarism, will result in disciplinary action as provided in the Code. Definitions and
examples of plagiarism are set forth in the Code. The Code is available from the Dean of
Students Office or online at: http://www.legal.uncc.edu/policies/ps-105.html. Students
have the responsibility to know and observe the requirements of the code, which forbids
cheating, fabrication or falsification of information, multiple submissions of academic
work, plagiarism, abuse of academic materials, and complicity in academic dishonesty.
Academic evaluations in this course include a judgment that the student's work is free
from academic dishonesty of any type; and grades in this course therefore should be and
will be adversely affected by academic dishonesty. Students who violate the code can be
expelled from UNC Charlotte. The normal penalty for a first offense is zero credit on the
work involving dishonesty and further substantial reduction of the course grade. In
almost all cases, the course grade is reduced to F. Standards of academic integrity and
their requisite penalties will be enforced in this course. Students are expected to report
cases of academic dishonesty to the course instructor.
UNC Charlotte
Public Sector Financial Management II
MPAD 6352 (3 Credits)
Instructor:
Phone:
Email:
Robert Kravchuk
704-687-2574
rkravchu@uncc.edu
Course Description
This course is a continuation of MPAD 6350, extending the coverage of public
financial management topics to include public debt management and accounting,
business-type activities of governments, governmental third-party fiduciary activities,
agency relationships, financial reporting and auditing, financial statement analysis,
credit analysis, capital budgeting and investment evaluation, capital markets, pensions
and investment management, cash and risk management and related policies. A unit
of the course also concerns ethics, risk-taking and accountability, with a special
emphasis on high-risk “derivative securities,” and the need to maintain the highest
standards of fiduciary responsibility. (Spring) (Evening) (3 credits)
Pre-Requisites
MPAD 6350 Public Financial Management I
Objectives of the Course
After completing the course, students will have a firm understanding of:
-debt management techniques and opportunities
-credit analysis
-capital budgeting
-financial ethics
-financial reporting
-auditing
Instructional Method
Much of the material covered in this course is highly technical/analytical. Therefore, course time
will be generally divided into two segments: lecture, and problem solving. Key concepts,
formulas, legal requirements, and techniques will be presented during the lecture segments.
Students will then be required to complete several problems under the instructor’s supervision in
class. Students will then be assigned homework to be done on their own. Answers to the
homework will be covered at the beginning of the next class period.
Means of Student Evaluation
Attendance Policy. Enrollment in the course will be taken as prima facie evidence of
the student’s commitment to complete the assigned work on a timely basis.
Consequently, you are expected to attend each class, and to be present when each
class begins. Reading assignments and other class preparation are to be completed by
the class session in which the corresponding topic is to be discussed. This is in order
that students will benefit maximally from the class lectures, in-class exercises,
simulations, and student discussions. [Note that a pattern of unexcused absences will
result in a reduced final course grade.]
Grading. Final grades will be based on two examinations, weekly homework, and an
issue paper. Make-up exams will not ordinarily be given (except in extreme
circumstances, such as family emergency, serious illness, killer comets, or the
collapse of Western Civilization – the instructor will be the final judge of what
qualifies as such). The approximate weighting follows:
Midterm Examination
Homework Assignments
Issue Paper
Final Examination
30%
25
15
30
100%
Math Notice. The homework and examinations may include a mixture of short essay
questions and computational problems. This is not a math course, but we do use lots
of numbers. Mathematical knowledge beyond college algebra is not required to
succeed in this course. But if a student has difficulty with numbers (e.g., if one
suffers from “math anxiety”) then they may have difficulty with this course. Any
documented learning disabilities should be brought to the instructor’s attention at the
outset of the course. Any strictly mathematics deficiencies should be remedied prior
to registering for this course.
Issue Paper. All students will prepare a short issue paper for course credit. It must
deal with an issue involving public debt management and accounting, and/or the
business-type or fiduciary activities of governments, recent financial reporting
standards and pronouncements, capital project evaluation methods, credit analysis,
recent public debt market developments, pension management, investment analysis,
cash management and credit policy, or financial ethics. You should think of these
papers as essay-type exams in which you get to pick the questions! The expectation is
that you will research the topic thoroughly, provide acceptable references for your
researches, and present your findings in a professional manner. Papers should be in
the form of memos addressed to the instructor, 8-10 pages long (excluding citations,
tables, charts, graphs, cartoons etc.), and typed double-spaced using a 12-point font,
with standard 1¼-inch margins. No exceptions.
You must provide the instructor with a one-half page summary of your proposed
topic no later than four weeks before the report is due, so that the appropriateness of
the topic can be evaluated in plenty of time for you to complete the papers. Early
proposal submissions are highly desirable.
Homework Assignments There are weekly homework assignments. You may work
on and submit homeworks in groups of no more than three students. These will be
due in good form, typed and on-time. No late submissions will be accepted, and
there will be no exceptions to this rule unless prior arrangements have been made
with the instructor.
As noted in the UNCC Graduate Handbook, letters are used to designate the quality of student
academic achievement: A Commendable (4.0); B Satisfactory (3.0); C Marginal (2.0); and U
Unsatisfactory (0.0). For this class, I will use a criterion-referenced grading system, meaning
students will be evaluated against an absolute scale (as opposed to each other), with grades of 90
to 100 = A; 80 to 89 = B; 70 to 79 = C; below 70 = U.
Probable Textbooks or Resources
Additional readings also would be on electronic reserve:
4.
5.
6.
7.
J. Richard Aronson and Eli Schwartz, eds. Management Policies in Local Government
Finance, 5th ed. Washington, D.C.: ICCMA Press, 2004.
Earl Wilson, Susan Kattelus, and Jacqueline Reck. Accounting for Governmental &
Nonprofit Entities, New York: McGraw-Hill, 2005.
A. John Vogt. Capital Budgeting and Finance: A Guide for Local Governments.
Washington, D.C.: ICCMA Press, 2004.
Sanford M. Groves and Maureen Godsey Valente (Rev. by Karl Nollenberger).
Evaluating Financial Condition: A Handbook for Local Government, 4th edition.
Washington, D.C.: ICCMA Press, 2003.
Topical Outline of Course Content
Week
1
2
3
4
5
6
7
8
9
10
11
12
13
Topic / Task / Event
I. Course Introduction and Overview.
II. Accounting for and Managing General Long-Term Liabilities
III. Accounting for Business-Type Activities: Proprietary Funds.
IV. Accounting for Fiduciary Activities: Agency and Trust Funds
V. Financial Reporting and Auditing of Governments.
VI. Financial Statement Analysis.
   Midterm Examination   
VII Capital Budgeting and Project Analysis
VIII. Long-term Financing and Debt Policy
IX. Public Debt Markets: Structure and Functioning
X. Credit Analysis: Assessing Financial Condition
XI. Pensions and Investment Policy
XII. Cash Management and Credit Policy
XIII. Risk-Taking, Ethics and Accountability
   Final Examination   
Academic Integrity
All students are required to read and abide by the UNC Charlotte Code of Student
Academic Integrity. Violations of the Code of Student Academic Integrity, including
plagiarism, will result in disciplinary action as provided in the Code. Definitions and
examples of plagiarism are set forth in the Code. The Code is available from the Dean of
Students Office or online at: http://www.legal.uncc.edu/policies/ps-105.html. Students
have the responsibility to know and observe the requirements of the code, which forbids
cheating, fabrication or falsification of information, multiple submissions of academic
work, plagiarism, abuse of academic materials, and complicity in academic dishonesty.
Academic evaluations in this course include a judgment that the student's work is free
from academic dishonesty of any type; and grades in this course therefore should be and
will be adversely affected by academic dishonesty. Students who violate the code can be
expelled from UNC Charlotte. The normal penalty for a first offense is zero credit on the
work involving dishonesty and further substantial reduction of the course grade. In
almost all cases, the course grade is reduced to F. Standards of academic integrity and
their requisite penalties will be enforced in this course. Students are expected to report
cases of academic dishonesty to the course instructor.
Course/Program: Extensive Revisions to the MPA Program's Concentrations and Course
Offerings
Summary of Librarian’s Evaluation of Holdings:
Evaluator: Frada Mozenter Date: April 30, 2010
Please Check One:
Holdings are superior
Holdings are adequate
Holdings are adequate only if Dept. purchases additional items.
Holdings are inadequate
_____
__X__
_____
_____
Comments:
The revisions to the MPA’s Program’s concentrations and course offerings that effect library holdings are
noted below.
New Concentration in Public Finance:
MPAD 6316 & MPAD 6318 replace MAAA courses (the MAAA program has been eliminated). MPAD 6312,
MPAD 6314, & MPAD 6332 have been previously offered as topics courses. Thus, library holdings are
adequate to support these courses as they have all been taught and supported previously.
MPAD 6312. Fundraising. (3) This course will provide a comprehensive overview of
fundraising techniques geared toward various types of nonprofit organizations including
education, health, arts and social services. Topics include: Annual giving, major gifts, estate
planning, working with corporations and foundations, ethics and legal responsibilities. Students
will learn to balance organizational needs with donor interests and the vehicles that can
accomplish those goals. (Alternate years) (Evening)
MPAD 6314. Marketing for Arts & Nonprofit Organizations. (3) Recognizing the breadth
and complexity of cultural organizations, the purpose of this class is to familiarize students with
the fundamentals of marketing organizational programs and activities within the visual art field.
Students will be given a broad overview of the functional components of administrative
management and participation in the theory and techniques of public relations, audience
development, market research, advertising and various promotional strategies. They will have the
opportunity to explore, discuss and understand the principles of successful marketing for art
organizations. (Alternate years) (Evening)
MPAD 6316. Introduction to Arts Administration. (3) Recognizing the breadth and
complexity of career options in art administration, the purpose of this class is to orient students
to the basic profiles of organizational activities within the visual art field. Students will be given a
broad overview of the fundamentals of administrative structure, standards of operation, and
functional components that are found in various visual art organizations. They will have the
opportunity to explore, discuss and understand the principles of successful art organization
management. (Fall) (Evening)
MPAD 6318. Arts Administration II. (3) This is an advanced course in the administration of
arts nonprofits. This course goes into detail about several issues that are unique to the field of
arts management including career paths in arts administration, marketing, legal issues, arts
boards, arts councils, cultural districts, and constituent development. (Spring) (Evening)
MPAD 6332. Project Management. (3) A project is a temporary endeavor undertaken to
create a unique product, service, or result. The temporary nature of projects indicates a definite
beginning and end. The end is reached when the project's objectives have been achieved or
when the project is terminated because its objectives will not or cannot be met, or when the
need for the project no longer exists. This course explores the discipline of project management
across the project lifecycle. The course is based on the Project Management Institute's (PMI)
Project Management Body of Knowledge. At the completion of the course, students should have
the knowledge to successfully complete the PMI's certification exam. (On demand) (Evening)
Two new courses are:
MPAD 6350 Public Sector Financial Management I. (3) This course takes students beyond
the introductory material in MPAD 6131 into a more thoroughgoing analysis of the finance
function in modern governments. The dimensions of budgeting and financial management theory
and practice which are examined include: management and accounting for revenues and
expenditures; basic governmental accounting principles and procedures; the relationship of
budgets to the accounting system; principles and concepts of revenue policy and administration.
The material covered in this course should be regarded as “required knowledge” for public
financial managers. (Fall) (Evening)
MPAD 6352 Public Sector Financial Management II. (3) This course is a continuation of
MPAD 6350, extending the coverage of public financial management topics to include public debt
management and accounting, business-type activities of governments, governmental third-party
fiduciary activities, agency relationships, financial reporting and auditing, financial statement
analysis, credit analysis, capital budgeting and investment evaluation, capital markets, pensions
and investment management, cash and risk management and related policies. A unit of the
course also concerns ethics, risk-taking and accountability, with a special emphasis on high-risk
“derivative securities,” and the need to maintain the highest standards of fiduciary responsibility.
(Spring) (Evening)
Examples of databases that support these classes include: Business Source Premier, EconLit, Emerald
Management Reviews, LexisNexis Academic, Public Administration Abstracts, PAIS International,
Worldwide Political Science Abstracts, and Academic Search Premier.
The library also has an Accounting & Taxation webpage that might be useful.
http://library.uncc.edu/display/?dept=reference&format=open&page=2657
The library has books on: government finance, budgeting, financial management, revenue accounting &
management, public finance, tax administration, risk management, financial statements, capital budget,
pensions, and derivative securities.
The library’s holdings, both journals and monographs, are adequate to support both courses and the
revisions to the MPA Program.
Course/Program: MPAD Arts Administration Certificate
Summary of Librarian’s Evaluation of Holdings:
Evaluator: Frada Mozenter Date: April 30, 2010
Please Check One:
Holdings are superior
Holdings are adequate
Holdings are adequate only if Dept. purchases additional items.
Holdings are inadequate
_____
__X__
_____
_____
Comments:
The certificate program will be using established MPAD courses. Thus, library holdings are adequate.
Course/Program: MPAD Urban Management & Policy Certificate
Summary of Librarian’s Evaluation of Holdings:
Evaluator: Frada Mozenter Date: April 30, 2010
Please Check One:
Holdings are superior
Holdings are adequate
Holdings are adequate only if Dept. purchases additional items.
Holdings are inadequate
_____
__X__
_____
_____
Comments:
The certificate program will be using established MPAD courses. Thus, library holdings are adequate.
Course/Program: MPAD Public Budgeting & Finance Certificate
Summary of Librarian’s Evaluation of Holdings:
Evaluator: Frada Mozenter Date: April 30, 2010
Please Check One:
Holdings are superior
Holdings are adequate
Holdings are adequate only if Dept. purchases additional items.
Holdings are inadequate
_____
__X__
_____
_____
Comments:
The certificate program will be using established MPAD courses. Thus, library holdings are adequate.
From: Read, Dustin
Sent: Thursday, August 19, 2010 3:07 PM
To: Douglas, James
Subject: MPA Program
Jim,
I reviewed a proposal from the MPA program a few days ago and recommended consideration of
MBAD 6159 Real Estate Development, instead of MBAD 6158 Real Estate Finance and
Investment, as an elective in the new MPA concentration. The development class doesn’t have
any finance prerequisites, but will familiarize you students with the financial fundamentals used
to value real estate assets, as well as other aspects of the development process that would be
important for those working in the public sector. We would certainly welcome your students in
MBAD 6159 and hope you will consider including the course in your curriculum.
Best,
Dustin
----------------------------------------------------------------------------------------Dustin C. Read, PhD/JD | Associate Director of the Center for Real Estate
UNC Charlotte | Belk College of Business
9201 University City Blvd. | Charlotte, NC 28223
Phone: 704-687-7571| Fax: 704-687-6987
dcread@uncc.edu | http://www.uncc.edu
From: Kohut, Gary
Sent: Wednesday, August 18, 2010 2:56 PM
To: Douglas, James
Subject: RE: MPA concentration/certificate proposal in public finance
Jim,
Thank you for asking for our input. After running the proposal past our finance faculty, they
suggested the following. Currently, students taking MBAD 6158 would have to take MBAD
5131 and MBAD 6152 as prerequisites. Thus, you might want to consider including MBAD
6159 in the curriculum as an alternative because it doesn’t require students to take these
prerequisites and would give them a general understanding of real estate finance concepts
applied to development projects that the public sector is often involved in. Your thoughts?
Gary
--------------------------------------------------------------------------Gary F. Kohut, PhD | Professor of Management
Director of the MBA Program
Interim Director of Executive Education
UNC Charlotte | Belk College of Business
259A Friday Building | 9201 University City Blvd. | Charlotte, NC 28223
Phone: 704-687-7651 | Fax: 704-687-3123
gfkohut@uncc.edu | http://www.belkcollege.uncc.edu
--------------------------------------------------------------------------If you are not the intended recipient of this transmission or a person responsible for delivering it to the
intended recipient, any disclosure, copying, distribution, or other use of any of the information in this
transmission is strictly prohibited. If you have received this transmission in error, please notify me
immediately by reply e-mail or by telephone at 704-687-7651. Thank you.
From: Douglas, James
Sent: Friday, August 13, 2010 4:59 PM
To: Kohut, Gary
Subject: MPA concentration/certificate proposal in public finance
Dear Gary:
The MPA program is proposing a new concentration and new certificate in public budgeting and
finance. We would like to include MBAD 6158 as an elective (see attached certificate proposal).
Would this be acceptable to the MBA program as long as our students meet the course prerequisites and there is space available?
Thanks,
Jim
James W. Douglas
MPA Director - UNC Charlotte
Dept. of Political Science
Charlotte, NC 28223
(704) 687-4532
(704) 687-3497 fax
From: McGregor, Rob
Sent: Monday, August 16, 2010 1:19 PM
To: Douglas, James
Subject: RE: MPA concentration/certificate
Jim,
I have reviewed your certificate proposal, and I have no objection to ECON 6112 (Graduate
Econometrics) and ECON 6218 (Advanced Business and Economic Forecasting) being listed on
the menu of elective courses. If your graduate certificate students meet the prerequisites, and if
there are spaces available, then they will be able to enroll in these two courses.
Thanks!
Rob Roy
Rob Roy McGregor
Professor of Economics
Coordinator of MS in Economics Program
Department of Economics - UNC Charlotte
9201 University City Boulevard
Charlotte, NC 28223
Phone 704-687-7639
Fax 704-687-6442
From: Douglas, James
Sent: Friday, August 13, 2010 4:44 PM
To: McGregor, Rob
Subject: MPA concentration/certificate
Hi Rob Roy:
The MPA program will be proposing a new concentration and new certificate in Public Finance.
I have attached the proposal for the certificate---the concentration is identical except students
also have to complete the MPA core and capstone courses.
Can I get confirmation that it is ok for our students to enroll in ECON 6112 and ECON 6218 as
long as they meet the pre-reqs for the courses and there is space available? I doubt we will have
many students go this route.
Thanks,
Jim
James W. Douglas
MPA Director - UNC Charlotte
Dept. of Political Science
Charlotte, NC 28223
(704) 687-4532
(704) 687-3497 fax