SKIP TO COURSE REQUIREMENTS
Newly admitted students to the MNLM program will be invited to a new student orientation with all newly admitted students in the public and nonprofit administration programs (MNLM, MPA and MPNA) at the beginning of their first semester of course work. This orientation will introduce them to other students, alumni and faculty, as well as provide important information to navigate university systems and succeed in their graduate studies. Students who are unable to attend the orientation will be provided with orientation information via the Internet and/or telephone.
Once admitted, students may transfer up to 16 graduate level credits into the MNLM program. A course may be considered for transfer only if it is an appropriate substitution for a required course or elective as outlined in the program curriculum, was not included in a previously granted degree, and was awarded a letter grade of B or better. Courses are accepted in transfer upon the approval of the graduate program director.
Students must remain in satisfactory academic standing to continue in the MNLM program. A cumulative grade point average (GPA) of 3.0 is required for graduation and only courses for which a letter grade of C (2.0) or better is received count toward degree requirements. The option of a competence/no competence with a narrative transcript is not available to MNLM students. A cumulative grade point average (GPA) of 3.0 and passing grades (i.e., C or better) for all required courses are required for graduation.
Academic standing is calculated at the end of each semester. Students receiving a letter grade of C+ or below in any graduate course, or who have a cumulative GPA that drops below 3.0, will be required to meet with their faculty advisor to address obstacles to completing high-quality coursework. Required courses for which a student receives an F must be repeated and passed in order to graduate. MNLM students may repeat courses if they receive a grade of C or C+, upon approval of the graduate program director. No course may be taken more than three times. Only the highest grade (if the course is repeated once or twice) is used in computing the grade point average.
Dismissal due to unsatisfactory academic standing
Students who receive a grade of F in a required course must re-take the course at their earliest opportunity and pass it with a grade of C or better in order to complete their program and graduate. This is normally expected within one calendar year, provided the course is offered during that year, or the next time the course is offered from the time an F was received. Failure to do so may result in dismissal from the program. Students who received an F but cannot complete the course with a passing grade of C or better within the two allowable re-take opportunities will be dismissed from the program.
Appeal of dismissal due to unsatisfactory academic standing
Students who are removed from the program may appeal their removal to the College of Community Studies and Public Affairs dean. The appeal must be made in writing and provide specific grounds for the appeal. The appeal is due to the dean within 30 days of the date of the letter notifying them of the decision to remove them from the program. The dean has 30 days to respond in writing to the appeal. Appeals received after 30 days will not be considered.
Readmission after dismissal
Students who have been dismissed from the MNLM program may apply for readmission no sooner than one calendar year after the last semester of study. To reapply, prospective students have to complete the same process that was required for their initial admission, and they must meet all the requirements of the program at the time of their readmission. Readmission decisions are made by the Graduate Admissions Committee and are not automatic.
Time to completion
Students have five years from the first semester of graduate study to complete their degree program requirements. An extension of the time limit may be requested by writing to the graduate program director. Such requests must be received prior to the expiration of the time limit. Requests for extensions should include the reason(s) for requesting the extension, a summary of the student's plan to finish graduation requirements and a specific date for the extension to expire. Extension decisions are made by the Graduate Admissions Committee, are not automatic, and cannot be appealed.
Requirements (40 credits)
All MNLM students must complete MPNA 600 and NPM 600
MPNA 600 Practical Research for Public Administration and Non-profit Management is a two credit elective that prepares students in the MPNA program in writing, mathematics and statistical skills at the graduate level. These skills, as the title suggests, will serve as practical foundation for more rigorous efforts that students engage in all of the other courses taken throughout the Master's program.
Full course description for Practical Research for Public Administration and Non-profit Management
This foundational course explores the challenges of leading and working in today's nonprofit organizations. Topics include leadership, management, ethics and values, board governance, human resources management, and constituency building. It also includes an examination of the theory, history and development of nonprofit. Students examine in depth current issues confronting nonprofit organizations.
Full course description for Nonprofit Governance and Management
All MNLM students must complete these five courses
Starting in fall 2020, MPNA 620 Leading Public Service Organizations will be required in place of MGMT 620 Organizational Behavior in the MPNA-MPA-MNLM graduate curriculum. If you have completed MGMT 620 Organizational Behavior, do not register for this course.
This course introduces MPNA, MPA, MNLM, and other Metro State graduate students who are interested in public service to the theories and best practices of leading and managing public service organizations. This course will adapt the study of leadership and organizations to the unique obligations, functions, processes, and public values and societal outcomes that govern the decisions of the government and nonprofit sectors.
Public service is the result of the work of local, state, and federal government; regional compacts or special districts; tribal governments; nonprofit organizations and social enterprises; partnerships between government and business; and international linkages (that are necessary for solving global problems likes pandemics and climate change) . The public service perspective is evident when government and civil society collectively marshal efforts to respond to human-made (9-11 Terrorist Attacks, Aurora, Colorado Theater Mass Shooting) and natural (Hurricane…
Full course description for Leading Public Service Organizations
This course introduces MPNA, MPA, MNLM, and other Metro State graduate students to the application of the principles and methods of economic analysis to the policy, management, and operational decisions faced by public administrators, nonprofit managers, social entrepreneurs, and other public service professionals.
Public and nonprofit organizations (hereinafter referred to as not-for-profit organizations) are fundamentally different from profit-seeking firms. They are organized to provide socially valuable goods and services (e.g., public education, socials services for the unemployed) independent of the revenues they receive from the sale of their products. While surpluses and profits can support their social missions, not-for-profit organizations do not intend to maximize these surpluses/profits. Because not-for-profit organizations use scarce resources from taxpayers, donors, volunteers, and other external stakeholders, they also operate under greater public scrutiny and with…
Full course description for Economic Reasoning for Public Administrators and Nonprofit Managers
Strategic human resource management includes the following major components, with specific attention to the unique environment and challenges facing public and nonprofit professionals: a strategic perspective that connects HR management with the organization's mission; labor relations; compensation; benefits management; recruitment and selection; performance management; and an additional focus on organizational/program/project management to align the organization's human resources with overall organization goals and priorities.
Full course description for Strategic Human Resources Management: Public and Nonprofit
Public Ethics and the Common Good brings together into one course the four essential elements of ethical organizational management: development of a code of ethics and standards of professional conduct, instituting systematic training and enforcement on ethical expectations, ethical leadership to incorporate these expectations into the lived culture of the organization, and commitment to corporate responsibility for the common good that meets the demands of procedural and distributive justice.
Full course description for Public Ethics and the Common Good
All MNLM students must complete the following two courses, plus 4 credits in electives
Fundraising for Nonprofits and Advocacy offers a broad overview of fundraising tools and strategies. Students will learn about different fundraising models and develop practical skills for fundraising to support a variety of types of organizations and campaigns. The course will explore events, donor appeals, grant writing, corporate sponsorships, and online fundraising, among other topics. The course design offers flexibility for students to focus on fundraising in the issue area and organizational type of their choice; they may focus on a chosen 501c3, 501c4, PAC or political campaign.
Full course description for Fundraising for Nonprofits and Advocacy
This course provides a comprehensive approach to successfully managing the finances of nonprofit organizations, with particular attention to the principles of budgeting (capital and operating), financial statements, cash management, basic accounting and auditing principles, and investment practices. Emphasis will be placed on the unique position of nonprofit organizations and their complex interrelationships with both the public and private sectors.
Full course description for Nonprofit Financial Management
Elective (4 credits)
Students can complete the four elective credits by taking any of the following: a-) Two MPNA Topics Courses (a different 2-credit MPNA 699 Topics course is scheduled for every term in the academic year); b-) Any Public Administration course (PADM 600, PADM 650, or PADM 675); c-) A course in the Master of Advocacy and Political Leadership (MAPL) Program; or d-) An appropriate graduate course from elsewhere in the University (with Advisor’s approval)
All MNLM students must complete the capstone course
The Capstone course for the MPNA program seeks to integrate learning from earlier course work and focus that learning on issues facing our diverse communities. Attention is given to the capacities of professionals in the government and nonprofit sectors to deal effectively with community issues, and the relationships between leadership/management practices and community development. The course includes both case studies as well as a major Capstone project, including direct community engagement for those who wish to have this opportunity.
Full course description for Capstone in Community Oriented Management