MA Heritage and Cultural Management

Collections, festivals, and listed fabric in Edinburgh—management of culture, not a tourist brochure.

Online or on campus

18 months36 creditsEnglish (dual pathway: Edinburgh campus or tuition-free online; one academic standard)

Overview

Edinburgh’s cultural economy is weather, queues, insurance, and argument about whose story is on the wall. This MA starts with those constraints. You will plan a collections move, a festival site, or a digital-access programme as management work: contracts, safeguarding, and the difference between a marketing caption and a catalogue record. Scottish cases sit at the centre—burgh museums, independent festivals, industrial heritage, Gaelic and Scots interpretation where it is actually used—not a generic ‘European heritage MBA’. University of Brigant will not claim that online students receive a lesser Edinburgh. Seminars, reading, and identity-checked assessment match the campus pathway. Faculty mark whether you can brief a board on damp, theft risk, and community consultation without hiding behind a pretty photograph of the Old Town. The award does not make you a chartered conservationist and it does not grant listed-building consent powers. It does train you to sit in a trust, a local-authority culture team, or a festival company without being the person who only cites visitor-number theatre. Capstones must use a named or tightly anonymised Scottish collection, site, or cultural organisation. MA Heritage and Cultural Management is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from UK and Scottish Heritage Instruments for Managers through UK and Scottish Heritage Instruments for Managers; Trusteeship, Charity Law Literacy, and Conflicts; Funding Mixes: Public, Trust, and Box Office; Documentation, Condition, and Move Logistics; Digital Surrogates and Licence Reality; Gaelic, Scots, and Community Interpretation Practice, and finish on Writing for Trustees and Funders. Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Write a trustee paper that separates conservation risk, money, and interpretation politics Plan collections access and digital surrogates without claiming a conservator ticket Design festival or venue operations under Edinburgh weather and crowd constraints Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.

Thirty-six credits: heritage law and ethics in UK/Scottish practice, collections and digital access, festivals and visitor operations, and a supervised management capstone. Dual pathway, tuition-free online option, examination fee only as published. Marketing must not imply Historic Environment Scotland, National Museums, or festival-company endorsement.

Who This Programme Is For

Collections, venue, and festival operations staff
Local-authority culture and tourism officers (academic study, not a planning licence)
Trust and independent-museum managers
Community heritage groups professionalising governance

How you can study

Recommended

Study online

100% tuition-free online

Online tuition is free. Online examinations are free. There is no exam fee for online study.

✦ Tuition: £0 / $0
✦ Examinations are free. There is no exam fee.
✦ Learn from anywhere · Live online seminars

Apply online →

On-campus study

Study at our campus

Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.

✦ Tuition: £9,500 / US$12,000/year
✦ Location: 3 Lady Lawson St, Edinburgh EH3 9DS, United Kingdom
✦ Campus examinations are charged
✦ In-person seminars, library & student services

Apply for campus →

What You Will Learn

Write a trustee paper that separates conservation risk, money, and interpretation politics
Plan collections access and digital surrogates without claiming a conservator ticket
Design festival or venue operations under Edinburgh weather and crowd constraints
Read listing, planning, and funding instruments as a manager, not as a lawyer of record
Keep dual-pathway evidence standards identical to campus

Curriculum

Module 1: Heritage ethics, law, and money

Code	Course	Credits · hours
UOB541	UK and Scottish Heritage Instruments for Managers UK and Scottish Heritage Instruments for Managers (UOB541) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using UK and Scottish Heritage Instruments for Managers as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB541-M1 · Position, rivals, and the choice in front of the organisation — UK and Scottish Heritage Instruments for Managers UOB541-M2 · A financial result and the operational cause — UK and Scottish Heritage Instruments for Managers UOB541-M3 · The decision, the team, resistance, and the plan — UK and Scottish Heritage Instruments for Managers UOB541-M4 · Stakeholders and what they can block — UK and Scottish Heritage Instruments for Managers UOB541-M5 · Ethics and the limit of the recommendation — UK and Scottish Heritage Instruments for Managers UOB541-M6 · A consulting brief: problem, evidence, recommendation, defence — UK and Scottish Heritage Instruments for Managers	3 · 30 h
UOB542	Trusteeship, Charity Law Literacy, and Conflicts Trusteeship, Charity Law Literacy, and Conflicts (UOB542) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Trusteeship, Charity Law Literacy, and Conflicts as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree. UOB542-M1 · Forum, rule, and parties — Trusteeship, Charity Law Literacy, and Conflicts UOB542-M2 · Claim, counterclaim, and the facts that would change the result — Trusteeship, Charity Law Literacy, and Conflicts UOB542-M3 · A clause, briefing, or policy note for a named audience — Trusteeship, Charity Law Literacy, and Conflicts UOB542-M4 · Sources, revision, and the strength of the authority — Trusteeship, Charity Law Literacy, and Conflicts UOB542-M5 · Institutions and the limit of the award — Trusteeship, Charity Law Literacy, and Conflicts UOB542-M6 · A supervised paper: question, sources, argument, and defence — Trusteeship, Charity Law Literacy, and Conflicts	3 · 30 h
UOB543	Funding Mixes: Public, Trust, and Box Office Funding Mixes: Public, Trust, and Box Office (UOB543) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Funding Mixes: Public, Trust, and Box Office as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB543-M1 · Position, rivals, and the choice in front of the organisation — Funding Mixes: Public, Trust, and Box Office UOB543-M2 · A financial result and the operational cause — Funding Mixes: Public, Trust, and Box Office UOB543-M3 · The decision, the team, resistance, and the plan — Funding Mixes: Public, Trust, and Box Office UOB543-M4 · Stakeholders and what they can block — Funding Mixes: Public, Trust, and Box Office UOB543-M5 · Ethics and the limit of the recommendation — Funding Mixes: Public, Trust, and Box Office UOB543-M6 · A consulting brief: problem, evidence, recommendation, defence — Funding Mixes: Public, Trust, and Box Office	3 · 30 h

Code

Course

Credits · hours

UOB541

UK and Scottish Heritage Instruments for Managers

UK and Scottish Heritage Instruments for Managers (UOB541) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using UK and Scottish Heritage Instruments for Managers as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB541-M1 · Position, rivals, and the choice in front of the organisation — UK and Scottish Heritage Instruments for Managers
UOB541-M2 · A financial result and the operational cause — UK and Scottish Heritage Instruments for Managers
UOB541-M3 · The decision, the team, resistance, and the plan — UK and Scottish Heritage Instruments for Managers
UOB541-M4 · Stakeholders and what they can block — UK and Scottish Heritage Instruments for Managers
UOB541-M5 · Ethics and the limit of the recommendation — UK and Scottish Heritage Instruments for Managers
UOB541-M6 · A consulting brief: problem, evidence, recommendation, defence — UK and Scottish Heritage Instruments for Managers

3 · 30 h

UOB542

Trusteeship, Charity Law Literacy, and Conflicts

Trusteeship, Charity Law Literacy, and Conflicts (UOB542) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Trusteeship, Charity Law Literacy, and Conflicts as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree.

UOB542-M1 · Forum, rule, and parties — Trusteeship, Charity Law Literacy, and Conflicts
UOB542-M2 · Claim, counterclaim, and the facts that would change the result — Trusteeship, Charity Law Literacy, and Conflicts
UOB542-M3 · A clause, briefing, or policy note for a named audience — Trusteeship, Charity Law Literacy, and Conflicts
UOB542-M4 · Sources, revision, and the strength of the authority — Trusteeship, Charity Law Literacy, and Conflicts
UOB542-M5 · Institutions and the limit of the award — Trusteeship, Charity Law Literacy, and Conflicts
UOB542-M6 · A supervised paper: question, sources, argument, and defence — Trusteeship, Charity Law Literacy, and Conflicts

3 · 30 h

UOB543

Funding Mixes: Public, Trust, and Box Office

Funding Mixes: Public, Trust, and Box Office (UOB543) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Funding Mixes: Public, Trust, and Box Office as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB543-M1 · Position, rivals, and the choice in front of the organisation — Funding Mixes: Public, Trust, and Box Office
UOB543-M2 · A financial result and the operational cause — Funding Mixes: Public, Trust, and Box Office
UOB543-M3 · The decision, the team, resistance, and the plan — Funding Mixes: Public, Trust, and Box Office
UOB543-M4 · Stakeholders and what they can block — Funding Mixes: Public, Trust, and Box Office
UOB543-M5 · Ethics and the limit of the recommendation — Funding Mixes: Public, Trust, and Box Office
UOB543-M6 · A consulting brief: problem, evidence, recommendation, defence — Funding Mixes: Public, Trust, and Box Office

3 · 30 h

Module 2: Collections and interpretation

Code	Course	Credits · hours
UOB545	Documentation, Condition, and Move Logistics Documentation, Condition, and Move Logistics (UOB545) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Documentation, Condition, and Move Logistics as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB545-M1 · Order, nodes, delay, and a flow map — Documentation, Condition, and Move Logistics UOB545-M2 · Demand, capacity, stock, and stock-out — Documentation, Condition, and Move Logistics UOB545-M3 · A break in the chain and the response — Documentation, Condition, and Move Logistics UOB545-M4 · Cost, time, and who pays for the buffer — Documentation, Condition, and Move Logistics UOB545-M5 · One lane, site, or corridor — Documentation, Condition, and Move Logistics UOB545-M6 · A change recommendation with cost and risk — Documentation, Condition, and Move Logistics	3 · 30 h
UOB546	Digital Surrogates and Licence Reality Digital Surrogates and Licence Reality (UOB546) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Digital Surrogates and Licence Reality as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB546-M1 · Position, rivals, and the choice in front of the organisation — Digital Surrogates and Licence Reality UOB546-M2 · A financial result and the operational cause — Digital Surrogates and Licence Reality UOB546-M3 · The decision, the team, resistance, and the plan — Digital Surrogates and Licence Reality UOB546-M4 · Stakeholders and what they can block — Digital Surrogates and Licence Reality UOB546-M5 · Ethics and the limit of the recommendation — Digital Surrogates and Licence Reality UOB546-M6 · A consulting brief: problem, evidence, recommendation, defence — Digital Surrogates and Licence Reality	3 · 30 h
UOB547	Gaelic, Scots, and Community Interpretation Practice Gaelic, Scots, and Community Interpretation Practice (UOB547) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Gaelic, Scots, and Community Interpretation Practice as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB547-M1 · Position, rivals, and the choice in front of the organisation — Gaelic, Scots, and Community Interpretation Practice UOB547-M2 · A financial result and the operational cause — Gaelic, Scots, and Community Interpretation Practice UOB547-M3 · The decision, the team, resistance, and the plan — Gaelic, Scots, and Community Interpretation Practice UOB547-M4 · Stakeholders and what they can block — Gaelic, Scots, and Community Interpretation Practice UOB547-M5 · Ethics and the limit of the recommendation — Gaelic, Scots, and Community Interpretation Practice UOB547-M6 · A consulting brief: problem, evidence, recommendation, defence — Gaelic, Scots, and Community Interpretation Practice	3 · 30 h

Code

Course

Credits · hours

UOB545

Documentation, Condition, and Move Logistics

Documentation, Condition, and Move Logistics (UOB545) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Documentation, Condition, and Move Logistics as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB545-M1 · Order, nodes, delay, and a flow map — Documentation, Condition, and Move Logistics
UOB545-M2 · Demand, capacity, stock, and stock-out — Documentation, Condition, and Move Logistics
UOB545-M3 · A break in the chain and the response — Documentation, Condition, and Move Logistics
UOB545-M4 · Cost, time, and who pays for the buffer — Documentation, Condition, and Move Logistics
UOB545-M5 · One lane, site, or corridor — Documentation, Condition, and Move Logistics
UOB545-M6 · A change recommendation with cost and risk — Documentation, Condition, and Move Logistics

3 · 30 h

UOB546

Digital Surrogates and Licence Reality

Digital Surrogates and Licence Reality (UOB546) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Digital Surrogates and Licence Reality as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB546-M1 · Position, rivals, and the choice in front of the organisation — Digital Surrogates and Licence Reality
UOB546-M2 · A financial result and the operational cause — Digital Surrogates and Licence Reality
UOB546-M3 · The decision, the team, resistance, and the plan — Digital Surrogates and Licence Reality
UOB546-M4 · Stakeholders and what they can block — Digital Surrogates and Licence Reality
UOB546-M5 · Ethics and the limit of the recommendation — Digital Surrogates and Licence Reality
UOB546-M6 · A consulting brief: problem, evidence, recommendation, defence — Digital Surrogates and Licence Reality

3 · 30 h

UOB547

Gaelic, Scots, and Community Interpretation Practice

Gaelic, Scots, and Community Interpretation Practice (UOB547) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Gaelic, Scots, and Community Interpretation Practice as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB547-M1 · Position, rivals, and the choice in front of the organisation — Gaelic, Scots, and Community Interpretation Practice
UOB547-M2 · A financial result and the operational cause — Gaelic, Scots, and Community Interpretation Practice
UOB547-M3 · The decision, the team, resistance, and the plan — Gaelic, Scots, and Community Interpretation Practice
UOB547-M4 · Stakeholders and what they can block — Gaelic, Scots, and Community Interpretation Practice
UOB547-M5 · Ethics and the limit of the recommendation — Gaelic, Scots, and Community Interpretation Practice
UOB547-M6 · A consulting brief: problem, evidence, recommendation, defence — Gaelic, Scots, and Community Interpretation Practice

3 · 30 h

Module 3: Venues, festivals, and the city

Code	Course	Credits · hours
UOB549	Crowd, Weather, and Temporary-Site Operations Crowd, Weather, and Temporary-Site Operations (UOB549) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Crowd, Weather, and Temporary-Site Operations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB549-M1 · Order, nodes, delay, and a flow map — Crowd, Weather, and Temporary-Site Operations UOB549-M2 · Demand, capacity, stock, and stock-out — Crowd, Weather, and Temporary-Site Operations UOB549-M3 · A break in the chain and the response — Crowd, Weather, and Temporary-Site Operations UOB549-M4 · Cost, time, and who pays for the buffer — Crowd, Weather, and Temporary-Site Operations UOB549-M5 · One lane, site, or corridor — Crowd, Weather, and Temporary-Site Operations UOB549-M6 · A change recommendation with cost and risk — Crowd, Weather, and Temporary-Site Operations	3 · 30 h
UOB550	Safeguarding, Access, and Complaint Handling Safeguarding, Access, and Complaint Handling (UOB550) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Safeguarding, Access, and Complaint Handling as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB550-M1 · Position, rivals, and the choice in front of the organisation — Safeguarding, Access, and Complaint Handling UOB550-M2 · A financial result and the operational cause — Safeguarding, Access, and Complaint Handling UOB550-M3 · The decision, the team, resistance, and the plan — Safeguarding, Access, and Complaint Handling UOB550-M4 · Stakeholders and what they can block — Safeguarding, Access, and Complaint Handling UOB550-M5 · Ethics and the limit of the recommendation — Safeguarding, Access, and Complaint Handling UOB550-M6 · A consulting brief: problem, evidence, recommendation, defence — Safeguarding, Access, and Complaint Handling	3 · 30 h
UOB551	Old Town Fabric, Residents, and Event Friction Old Town Fabric, Residents, and Event Friction (UOB551) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Old Town Fabric, Residents, and Event Friction as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB551-M1 · Position, rivals, and the choice in front of the organisation — Old Town Fabric, Residents, and Event Friction UOB551-M2 · A financial result and the operational cause — Old Town Fabric, Residents, and Event Friction UOB551-M3 · The decision, the team, resistance, and the plan — Old Town Fabric, Residents, and Event Friction UOB551-M4 · Stakeholders and what they can block — Old Town Fabric, Residents, and Event Friction UOB551-M5 · Ethics and the limit of the recommendation — Old Town Fabric, Residents, and Event Friction UOB551-M6 · A consulting brief: problem, evidence, recommendation, defence — Old Town Fabric, Residents, and Event Friction	3 · 30 h

Code

Course

Credits · hours

UOB549

Crowd, Weather, and Temporary-Site Operations

Crowd, Weather, and Temporary-Site Operations (UOB549) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Crowd, Weather, and Temporary-Site Operations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB549-M1 · Order, nodes, delay, and a flow map — Crowd, Weather, and Temporary-Site Operations
UOB549-M2 · Demand, capacity, stock, and stock-out — Crowd, Weather, and Temporary-Site Operations
UOB549-M3 · A break in the chain and the response — Crowd, Weather, and Temporary-Site Operations
UOB549-M4 · Cost, time, and who pays for the buffer — Crowd, Weather, and Temporary-Site Operations
UOB549-M5 · One lane, site, or corridor — Crowd, Weather, and Temporary-Site Operations
UOB549-M6 · A change recommendation with cost and risk — Crowd, Weather, and Temporary-Site Operations

3 · 30 h

UOB550

Safeguarding, Access, and Complaint Handling

Safeguarding, Access, and Complaint Handling (UOB550) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Safeguarding, Access, and Complaint Handling as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB550-M1 · Position, rivals, and the choice in front of the organisation — Safeguarding, Access, and Complaint Handling
UOB550-M2 · A financial result and the operational cause — Safeguarding, Access, and Complaint Handling
UOB550-M3 · The decision, the team, resistance, and the plan — Safeguarding, Access, and Complaint Handling
UOB550-M4 · Stakeholders and what they can block — Safeguarding, Access, and Complaint Handling
UOB550-M5 · Ethics and the limit of the recommendation — Safeguarding, Access, and Complaint Handling
UOB550-M6 · A consulting brief: problem, evidence, recommendation, defence — Safeguarding, Access, and Complaint Handling

3 · 30 h

UOB551

Old Town Fabric, Residents, and Event Friction

Old Town Fabric, Residents, and Event Friction (UOB551) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Old Town Fabric, Residents, and Event Friction as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB551-M1 · Position, rivals, and the choice in front of the organisation — Old Town Fabric, Residents, and Event Friction
UOB551-M2 · A financial result and the operational cause — Old Town Fabric, Residents, and Event Friction
UOB551-M3 · The decision, the team, resistance, and the plan — Old Town Fabric, Residents, and Event Friction
UOB551-M4 · Stakeholders and what they can block — Old Town Fabric, Residents, and Event Friction
UOB551-M5 · Ethics and the limit of the recommendation — Old Town Fabric, Residents, and Event Friction
UOB551-M6 · A consulting brief: problem, evidence, recommendation, defence — Old Town Fabric, Residents, and Event Friction

3 · 30 h

Module 4: Capstone

Code	Course	Credits · hours
UOB553	Climate Risk to Collections and Outdoor Heritage Climate Risk to Collections and Outdoor Heritage (UOB553) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can draw the system, name the constraint that binds it, and compare two responses, using Climate Risk to Collections and Outdoor Heritage as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a system description, an indicator note, and a project option paper. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one decision, with the evidence and the downside. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a professional engineering licence. UOB553-M1 · System boundary, constraint, and actors — Climate Risk to Collections and Outdoor Heritage UOB553-M2 · Indicators, sources of error, and a better measure — Climate Risk to Collections and Outdoor Heritage UOB553-M3 · Two options on cost, time, and downside — Climate Risk to Collections and Outdoor Heritage UOB553-M4 · Safety, environmental limit, and who bears the risk — Climate Risk to Collections and Outdoor Heritage UOB553-M5 · A site, grid, or product decision — Climate Risk to Collections and Outdoor Heritage UOB553-M6 · A recommendation with evidence and residual risk — Climate Risk to Collections and Outdoor Heritage	3 · 30 h
UOB554	Research Methods for Cultural Management Research Methods for Cultural Management (UOB554) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Research Methods for Cultural Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB554-M1 · Position, rivals, and the choice in front of the organisation — Research Methods for Cultural Management UOB554-M2 · A financial result and the operational cause — Research Methods for Cultural Management UOB554-M3 · The decision, the team, resistance, and the plan — Research Methods for Cultural Management UOB554-M4 · Stakeholders and what they can block — Research Methods for Cultural Management UOB554-M5 · Ethics and the limit of the recommendation — Research Methods for Cultural Management UOB554-M6 · A consulting brief: problem, evidence, recommendation, defence — Research Methods for Cultural Management	3 · 30 h
UOB555	Writing for Trustees and Funders Writing for Trustees and Funders (UOB555) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Writing for Trustees and Funders as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. UOB555-M1 · Position, rivals, and the choice in front of the organisation — Writing for Trustees and Funders UOB555-M2 · A financial result and the operational cause — Writing for Trustees and Funders UOB555-M3 · The decision, the team, resistance, and the plan — Writing for Trustees and Funders UOB555-M4 · Stakeholders and what they can block — Writing for Trustees and Funders UOB555-M5 · Ethics and the limit of the recommendation — Writing for Trustees and Funders UOB555-M6 · A consulting brief: problem, evidence, recommendation, defence — Writing for Trustees and Funders	3 · 30 h

Code

Course

Credits · hours

UOB553

Climate Risk to Collections and Outdoor Heritage

Climate Risk to Collections and Outdoor Heritage (UOB553) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can draw the system, name the constraint that binds it, and compare two responses, using Climate Risk to Collections and Outdoor Heritage as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a system description, an indicator note, and a project option paper. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one decision, with the evidence and the downside. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a professional engineering licence.

UOB553-M1 · System boundary, constraint, and actors — Climate Risk to Collections and Outdoor Heritage
UOB553-M2 · Indicators, sources of error, and a better measure — Climate Risk to Collections and Outdoor Heritage
UOB553-M3 · Two options on cost, time, and downside — Climate Risk to Collections and Outdoor Heritage
UOB553-M4 · Safety, environmental limit, and who bears the risk — Climate Risk to Collections and Outdoor Heritage
UOB553-M5 · A site, grid, or product decision — Climate Risk to Collections and Outdoor Heritage
UOB553-M6 · A recommendation with evidence and residual risk — Climate Risk to Collections and Outdoor Heritage

3 · 30 h

UOB554

Research Methods for Cultural Management

Research Methods for Cultural Management (UOB554) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Research Methods for Cultural Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB554-M1 · Position, rivals, and the choice in front of the organisation — Research Methods for Cultural Management
UOB554-M2 · A financial result and the operational cause — Research Methods for Cultural Management
UOB554-M3 · The decision, the team, resistance, and the plan — Research Methods for Cultural Management
UOB554-M4 · Stakeholders and what they can block — Research Methods for Cultural Management
UOB554-M5 · Ethics and the limit of the recommendation — Research Methods for Cultural Management
UOB554-M6 · A consulting brief: problem, evidence, recommendation, defence — Research Methods for Cultural Management

3 · 30 h

UOB555

Writing for Trustees and Funders

Writing for Trustees and Funders (UOB555) is a 3-credit course on MA Heritage and Cultural Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Writing for Trustees and Funders as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

UOB555-M1 · Position, rivals, and the choice in front of the organisation — Writing for Trustees and Funders
UOB555-M2 · A financial result and the operational cause — Writing for Trustees and Funders
UOB555-M3 · The decision, the team, resistance, and the plan — Writing for Trustees and Funders
UOB555-M4 · Stakeholders and what they can block — Writing for Trustees and Funders
UOB555-M5 · Ethics and the limit of the recommendation — Writing for Trustees and Funders
UOB555-M6 · A consulting brief: problem, evidence, recommendation, defence — Writing for Trustees and Funders

3 · 30 h

Career Paths

Heritage or museum operations manager
Festival and cultural-venue producer (operations)
Collections access and documentation lead
Local-authority culture programme officer
Independent-trust director (academic award; not a professional-body ticket)

Programme Highlights

Edinburgh-grounded cases, not generic creative-industries copy
Honest non-licensure on conservation and planning
Dual pathway parity
No fake national-heritage logos
Capstone on a named Scottish organisation or site

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

Bachelor's degree from a recognised institution (minimum 2:2 / GPA 2.5/4.0 or equivalent national scale)
Identity document for remote identity-checked assessment enrolment
Preferred: work or volunteering in heritage, museums, festivals, or cultural venues

English language

English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study). Dual-pathway applicants state Edinburgh campus or tuition-free online as primary mode without changing academic standards. Gaelic/Scots programmes may require additional language evidence as stated on the programme page.

Documents

Statement of Purpose (500 words minimum) stating goals, professional context, and fit
Two academic or professional references with verifiable contact details
CV or résumé covering education and relevant work
Official transcripts (digital copies accepted at application; certified copies before award)

Programme questions

How long is the MA Heritage and Cultural Management?

The published duration is 18 months. Teaching language: English (dual pathway: Edinburgh campus or tuition-free online; one academic standard). Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.

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