Twin Cities campus
 
Twin Cities Campus

Arts and Cultural Leadership M.P.S.

CCE Graduate Programs Instruction
College of Continuing Education
Link to a list of faculty for this program.
Contact Information
College of Continuing Education, M.P.S. in Arts and Cultural Leadership, 20 Ruttan Hall, 1994 Buford Avenue, St. Paul, MN 55108 (612-624-4000; fax: 612- 626-2800)
  • Program Type: Master's
  • Requirements for this program are current for Fall 2017
  • Length of program in credits: 30
  • This program does not require summer semesters for timely completion.
  • Degree: Master of Professional Studies
Along with the program-specific requirements listed below, please read the General Information section of this website for requirements that apply to all major fields.
The Arts and Cultural Leadership (ACL) program is designed for students who have at least 3 years of professional, volunteer, and/or advocacy work in the arts and cultural field. Required curriculum, blended with flexible course work, allows students to build a program around their current strengths, experiences, and career direction. Courses in leadership and nonprofit management, along with seminars and directed studies in arts and cultural studies, provide working adults a degree with a clear, career-related focus. The ACL program is designed to help students: • Gain insight and develop approaches to creating and stewarding the relationships and interdependencies necessary for sustaining a vibrant arts community • Refine strategic planning and communications skills in order to better lead organizations in complex environments • Advocate for the arts and culture sector by promoting better understanding and integrating the economic, political, ethical, technological, and diverse social environments in which it functions • Understand and convey the international context for the arts and the impact of the global economy • Appreciate and nurture the creative process, recognizing how art and the artist function in society The ACL program uses a foundation of 18 credits (out of 30 that are required for the degree), with latitude built in to pursue elective coursework in support areas such as nonprofit management, leadership, education, public affairs/policy, urban planning, strategic planning, etc. Using an applied learning approach, students receive a high-quality education that draws on the expertise of University faculty and community-based faculty. By the end of the program, students will be knowledgeable in: • critical and strategic thinking, and effective communication • the intersection, navigation, and impact of cultural and creative practices within local and global dynamics • policy formation, implementation, and application relevant to culture, creativity, and the arts • leadership practices in a variety of contexts • how to implement expertise, improve relationships, and optimize resources
Program Delivery
  • via classroom (the majority of instruction is face-to-face)
Prerequisites for Admission
The preferred undergraduate GPA for admittance to the program is 3.00.
To be admitted, students must have a bachelor's degree from an accredited post-secondary US institution or its foreign equivalent.
Other requirements to be completed before admission:
At least 3 years of professional, volunteer, and/or advocacy work in the arts and cultural field is required. Factors of academic preparation, relevant experience, evidence of readiness and maturity, writing ability, and reasons for seeking the degree will be taken into account as part of the admissions review. GRE scores may be submitted, but are not required.
Special Application Requirements:
The application package must include official transcripts of all baccalaureate and post-baccalaureate work, a current resume, two letters of recommendation, a two- to three-page written statement of purpose in which the student elaborates on his or her interest in the program, and an additional writing sample of approximately 10 pages. Application deadlines are in spring for fall semester admission, and fall for spring semester admission. Please refer to the program website for further details.
International applicants must submit score(s) from one of the following tests:
  • TOEFL
    • Internet Based - Total Score: 84
    • Internet Based - Writing Score: 21
    • Internet Based - Reading Score: 19
    • Paper Based - Total Score: 563
  • IELTS
    • Total Score: 6.5
    • Reading Score: 6.5
    • Writing Score: 6.5
  • MELAB
    • Final score: 84
Key to test abbreviations (TOEFL, IELTS, MELAB).
For an online application or for more information about graduate education admissions, see the General Information section of this website.
Program Requirements
Plan C: Plan C requires 30 major credits and 0 credits outside the major. There is no final exam. A capstone project is required.
Capstone Project: See department for more details.
This program may be completed with a minor.
Use of 4xxx courses toward program requirements is permitted under certain conditions with adviser approval.
A minimum GPA of 3.00 is required for students to remain in good standing.
A minimum of 30 credits are required for completion of the MPS degree. Take core courses for a letter grade, earning a B- or better. Obtain a cumulative GPA for all degree course work of 3.0 or better.
Required courses (15 credits)
ACL 8001 - Introduction to Critical and Cultural Research (2.0 cr)
ACL 5211 - Trends and Impacts in Arts and Cultural Leadership and Management (3.0 cr)
ACL 5221 - Creative Entrepreneurship and Resource Development (3.0 cr)
ACL 5231 - Ethics, Law, and Leadership (3.0 cr)
ACL 8201 - Leadership: Skills and Practice (2.0 cr)
ACL 8202 - Service Leadership and Board Practicum (1.0-2.0 cr)
Electives (12 credits)
Elective courses can be selected from related academic departments including ACL, MST, OLPD, and PA. Electives should relate to the professional tasks required of arts and cultural leaders or enhance the student's understanding of the arts within a broader cultural context. Courses must be chosen in consultation with the advisor. Examples include, but are not limited to the courses listed below.
Take 12 or more credit(s) from the following:
· ACL 5100 - Topics in Arts and Cultural Leadership (1.0-4.0 cr)
· ACL 5241 - Financial Management for Arts Nonprofits (2.0 cr)
· ACL 5251 - Art and Public Policy (2.0 cr)
· ACL 5950 - Special Topics (1.0-4.0 cr)
· ACL 5993 - Directed Studies (1.0-4.0 cr)
· DES 5165 - Design and Globalization (3.0 cr)
· GCC 5005 - Grand Challenge: Global Venture Design - What Impact Will You Make? [GP] (3.0 cr)
· GEOG 8106 - Seminar: Social and Cultural Geography (3.0 cr)
· JOUR 4263 - Strategic Communication Campaigns (3.0 cr)
· JOUR 5251 - Strategic Communication Theory (3.0 cr)
· LA 5413 - Introduction to Landscape Architectural History (3.0 cr)
· LS 5100 - Liberal Studies Seminar (1.0-4.0 cr)
· MST 5011 - Museum History and Philosophy (3.0 cr)
· MST 5012 - Museum Practices (3.0 cr)
· OLPD 5011 - Leading Organizational Change: Theory and Practice (3.0 cr)
· OLPD 5048 - Cross-Cultural Perspectives on Leadership (3.0 cr)
· OLPD 5080 - Special Topics: Organizational Leadership, Policy, & Development (1.0-3.0 cr)
· PA 5003 - Introduction to Financial Analysis and Management (1.5 cr)
· PA 5011 - Management of Organizations (3.0 cr)
· PA 5101 - Management and Governance of Nonprofit Organizations (3.0 cr)
· PA 5102 - Organization Performance and Change (3.0 cr)
· PA 5103 - Leadership and Change in an Innovation Society (3.0 cr)
· PA 5104 - Strategic Human Resource Management (3.0 cr)
· PA 5111 - Financing Public and Nonprofit Organizations (3.0 cr)
· PA 5190 - Topics in Public and Nonprofit Leadership and Management (1.0-3.0 cr)
· PA 5204 - Urban Spatial and Social Dynamics (3.0 cr)
· PA 5211 - Land Use Planning (3.0 cr)
· PA 5251 - Strategic Planning and Management (3.0 cr)
· PA 5253 - Designing Planning and Participation Processes (3.0 cr)
· PA 8203 - Neighborhood Revitalization Strategies and Theories (4.0 cr)
· Other electives chosen in consultation with student's adviser.
Final Project
The ACL Final Project provides students with an opportunity to focus on the needs of a particular organization or community as they identify and carry out, in consultation with the leadership of that group and their academic advisor(s), a project that meets a need within that group and reflects both the interest of the students and their academic achievement.
ACL 8002 - Capstone Proposal and Project (1.0 cr)
ACL 8003 - Capstone Paper (2.0 cr)
 
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ACL 8001 - Introduction to Critical and Cultural Research
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
This seminar, required for ACL students, introduces research frameworks, methods, standards, and practice as well as critical thinking appropriate for arts and cultural research.
ACL 5211 - Trends and Impacts in Arts and Cultural Leadership and Management
Credits: 3.0 [max 6.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Through discussion and analysis, research and peer presentation projects, this seminar will investigate and question the theoretical nuances from which nonprofit arts and cultural organizations are built and the practical influences that affect them daily. Leadership in the cultural sector is evolving rapidly; textbook strategies are being re- evaluated and organizations are re-inventing themselves in creative ways in response to current social and economic conditions. Emphasis is placed on current events, immediate and long- term trends and research into what is happening now. Topics include the role of arts and cultural organizations within the community; past, current and future concepts in organizational structures; and the application of traditional and integrated relationship-based strategies.
ACL 5221 - Creative Entrepreneurship and Resource Development
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
An entrepreneurial approach to developing resources (including financial, human, and partnership) for arts and culture based enterprises whether using a nonprofit, for-profit or social enterprise business model. The course will investigate and discuss the complexities and nuances of how to determine the appropriate business model and develop both earned and philanthropic income. Students focus on framing and articulating the relevance of the enterprise as well as understanding the perspectives of audiences, customers, funders and donors. The course also explores the role of communications strategies in support of fundraising, and the importance of leadership in acquiring resources to sustain and grow successful organizations. Students develop both a broad understanding of resources as well as detailed strategies for supporting work in arts and culture based enterprises.
ACL 5231 - Ethics, Law, and Leadership
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
This course explores topics in ethics, law and leadership. Through interactive sessions, readings, presentations, discussions, papers and guest speakers, student-leaders will develop knowledge, tools and resources for assessment of ethical and legal issues within arts and cultural contexts. The course will engage student-leaders with an overview of relevant topics and a foundation for further exploration of self selected topics. Student-leaders will learn to spot issues and identify when to seek legal guidance, and assess considerations relevant to critical problem solving and informed decision-making.
ACL 8201 - Leadership: Skills and Practice
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Summer
Students will reflect on how their personal passions, skills, and strengths align with different situations arts and cultural leaders face. Students will explore their own leadership strengths. Students will be broken into three case presentation teams where they will explore specific arts leadership styles. During these class periods, a local arts leader will join the class for the case discussion as well as to share their background and experiences. Finally, students will write a final synthesis paper identifying their career and leadership aspirations, personal mission and values, and how they intend to apply and develop their leadership strengths over the remainder of their engagement in the ACL program.
ACL 8202 - Service Leadership and Board Practicum
Credits: 1.0 -2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Effective chief executives of nonprofit arts and cultural organizations differ most from their less effective counterparts in the ways in which they work with their boards of directors, their staff and their artistic leadership, not in their fundraising prowess or their management expertise. In fact, the degree to which nonprofit executives work in genuine partnership with their boards, staff and artistic leadership often makes the difference between successful and unsuccessful organizations. Complicating matters is the fact that while nonprofits are increasingly in need of experienced, qualified board members, there are limited opportunities for preparing new or prospective board members for board service or for developing more experienced board members into effective board leaders. Often it is the chief executive who must train the board. This practicum has two primary areas of focus: The first is on continuing to develop your own leadership skills and values, and establishing practices that can be sustained after you graduate from the program. The second is on the role of the chief executive in determining the effectiveness of his or her board of directors and in engaging board members in meaningful governance as well as their respective roles and responsibilities. It will be our goal to build upon the voluntary leadership and life experiences of each individual class member and to explore ways in which students can increase their own leadership competencies during the course and then throughout their careers. The course will cover the changing roles of arts and cultural organizations in today's world, the funding environments affecting arts nonprofit governance, review basic roles and responsibilities of the chief executive in relation to the board as well as the roles and responsibilities of arts board membership. Particular attention will be paid to board dynamics, especially those between the board as a whole, the board's key leadership and the nonprofit's executive leadership and how our own life and leadership experiences affect our ability to work in concert with others in voluntary capacities.
ACL 5100 - Topics in Arts and Cultural Leadership
Credits: 1.0 -4.0 [max 24.0]
Prerequisites: %
Grading Basis: A-F or Aud
Typically offered: Every Fall, Spring & Summer
Topics in Arts and Cultural Leadership. prereq: dept consent
ACL 5241 - Financial Management for Arts Nonprofits
Credits: 2.0 [max 2.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
This course introduces students to concepts and applications of financial management and leadership practices for nonprofits with a specific focus on arts and cultural organizations. The goal of the course is to develop both theoretical and practical understanding of the central responsibilities of financial management and leadership in order to equip students to use financial information, identify business models, and employ a financial lens for planning and decisions. Focus will be on the fundamentals of budgeting and accounting, interpretation of financial statements, data, and procedures for operational forecasts, as well as the fiduciary responsibilities of nonprofit boards.
ACL 5251 - Art and Public Policy
Credits: 2.0 [max 2.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
No artist or arts organization functions in a vacuum. They are surrounded by communities dealing with many social issues, and by governments that can help or harm their ability to create art and serve the public. In this class, we will explore how social movements have used the arts to create social change, and how arts organizations can navigate in the political and fiscal environments surrounding them. Our key emphasis will be on the need for arts organizations, and artists, to have the knowledge, capacity, and skills to engage in shaping policies that impact their ability to be strong and effective, to have the resources and opportunities they want and need. The intersection of the role of arts in inspiring and advancing movements, and the need for arts entities to know how to navigate policy arenas in their enlightened self interest and to support social change movements, makes for a dynamic study of how artists, arts organizations, governments, and social change movements intersect.
ACL 5950 - Special Topics
Credits: 1.0 -4.0 [max 12.0]
Prerequisites: %
Grading Basis: A-F or Aud
Typically offered: Every Fall, Spring & Summer
Special topics. prereq: dept consent
ACL 5993 - Directed Studies
Credits: 1.0 -4.0 [max 15.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Guided individual reading or study for qualified graduate students. prereq: Grad student, dept consent
DES 5165 - Design and Globalization
Credits: 3.0 [max 3.0]
Course Equivalencies: 01200
Grading Basis: A-F or Aud
Typically offered: Every Fall
Movement of people, products, and ideas. Challenges brought by differences among us. prereq: Grad student
GCC 5005 - Grand Challenge: Global Venture Design - What Impact Will You Make? (GP)
Credits: 3.0 [max 3.0]
Course Equivalencies: 02315 - CEGE 5571/GCC 5005
Grading Basis: A-F only
Typically offered: Periodic Fall
Students will work in teams developing sustainable business and technical solutions to address an environmental or social challenge in India. Teams may address a challenge related to water supply, energy availability, food/agriculture production, waste management, public health or a topic mutually agreed upon by the instructor and student teams. During the semester, a product or service must be designed, and a sustainable business model must be created around it. Technical and business development professionals based in the US and India will act as mentors to provide advice to each team. Each team will have one US-based mentor and one India-based mentor. The teams are expected to use a discovery process, design thinking, ideation and input from field research in solving the challenge. A primary focus of the course is up-front work to identify the "right" problem to solve. The model should be built around the customerâ¿¿s needs and wants, as they will need to pay for the product or service to achieve a scalable model. prereq: sophomore, junior, senior, graduate student
GEOG 8106 - Seminar: Social and Cultural Geography
Credits: 3.0 [max 3.0]
Typically offered: Periodic Fall & Spring
Role of space and place in constitution of social and cultural life, social relations, and social identities; class, space, and place; geography of race and racism; environmental racism; geography of gender and sexuality; nationalism, national identity, and territory. prereq: instr consent
JOUR 4263 - Strategic Communication Campaigns
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall & Spring
Developing campaign strategy/tactics. Planning/decision-making skills. Students work in groups with varying specializations. prereq: [3004W or 3004V], 3201, any 32xx skills course, [any 42xx skills course or concurrent registration is required (or allowed) in any 42xx skills course], jour major or approved BIS/IDIM/ICP program
JOUR 5251 - Strategic Communication Theory
Credits: 3.0 [max 3.0]
Course Equivalencies: 02033 - Jour 4251/Jour 5251
Typically offered: Every Spring
Psychological principles, research techniques, applications in advertising/selling. Consumer attitudes/behavior. Psychological mechanisms upon which effectiveness of advertisements/commercials depends.
LA 5413 - Introduction to Landscape Architectural History
Credits: 3.0 [max 3.0]
Course Equivalencies: 02160
Grading Basis: A-F or Aud
Typically offered: Every Fall
Introductory course examines the multiple roots of landscape architecture by examining the making of types of landscapes over time. Emphasis on ecological and environmental issues, and issues related to political, economic, and social contexts of landscape architectural works. prereq: One course in history at 1xxx or higher
LS 5100 - Liberal Studies Seminar
Credits: 1.0 -4.0 [max 96.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall, Spring & Summer
Interdisciplinary topics. prereq: dept consent
MST 5011 - Museum History and Philosophy
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Historical and philosophical roots of museums and emerging philosophical issues faced by museums today - from art, history, science, and youth to living collections, living history sites, and historic houses. Field trips to area museums.
MST 5012 - Museum Practices
Credits: 3.0 [max 3.0]
Prerequisites: Grad student or #
Grading Basis: A-F or Aud
Typically offered: Every Spring
Practical aspects of museum work. Standards, practices, responsibilities, issues, all set in greater museum context. Curatorial/educational duties, collections management, security, funding, boards, public relations, installation, budgeting. prereq: Grad student or instr consent
OLPD 5011 - Leading Organizational Change: Theory and Practice
Credits: 3.0 [max 3.0]
Typically offered: Every Fall
How theory is incorporated, affects the change process, and can improve schools/institutions of higher education. Characteristics that impact change processes/outcomes. Leadership/policy effects.
OLPD 5048 - Cross-Cultural Perspectives on Leadership
Credits: 3.0 [max 3.0]
Typically offered: Every Fall & Summer
Introduction to cultural variables of leadership that influence functioning of cross-cultural groups. Lectures, case studies, discussion, problem-solving, simulations. Intensive workshop.
OLPD 5080 - Special Topics: Organizational Leadership, Policy, & Development
Credits: 1.0 -3.0 [max 15.0]
Typically offered: Every Fall, Spring & Summer
Topical issues in organizational leadership, policy, development.
PA 5003 - Introduction to Financial Analysis and Management
Credits: 1.5 [max 1.5]
Grading Basis: A-F or Aud
Typically offered: Every Fall, Spring & Summer
Finance/accounting concepts/tools in public/nonprofit organizations. Fund accounting. Balance sheet/income statement analysis. Cash flow analysis. Public/nonprofit sector budgeting processes. Lectures, discussions. Cases. prereq: Public policy major/minor or major in development practice, public affairs or liberal studies or grad nonprofit mgmt cert or instr consent
PA 5011 - Management of Organizations
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall & Spring
Challenges facing higher-level managers in public and nonprofit organizations in mixed economy and democratic republic. Distinctive features of public and nonprofit management, skills necessary for effective management, manager's role as creator of public value. Lectures, case discussions.
PA 5101 - Management and Governance of Nonprofit Organizations
Credits: 3.0 [max 3.0]
Typically offered: Every Fall
Theories, concepts, and real world examples of managerial challenges. Governance systems, strategic management practices, effect of funding environments, management of multiple constituencies. Types of nonprofits using economic/behavioral approaches. prereq: Grad student or instr consent
PA 5102 - Organization Performance and Change
Credits: 3.0 [max 3.0]
Typically offered: Spring Odd Year
Measuring outcomes of mission-driven organizations. Theory/operation of organizations from structural/cultural/symbolic perspectives. Development/use of performance information. Organizational assessment, structure, change. Mission, vision, strategy, systems thinking. Evaluation of change efforts. prereq: Grad student or instr consent
PA 5103 - Leadership and Change in an Innovation Society
Credits: 3.0 [max 3.0]
Typically offered: Spring Even Year
Models of change/leadership. How leaders can promote personal, organizational, and societal change. Case studies, action research. Framework for leadership/change in an innovation society. prereq: Grad student or instr consent
PA 5104 - Strategic Human Resource Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Theory/practice of developing, utilizing, and aligning human resources to improve culture/outcomes of nonprofit/public organizations. HR strategy, individual diversity, leadership, selection, training, compensation, classification, performance appraisal, future HR practices. prereq: Grad student or instr consent
PA 5111 - Financing Public and Nonprofit Organizations
Credits: 3.0 [max 3.0]
Course Equivalencies: 02297 - PA 5111/PA 5114
Prerequisites: 5003 or #
Grading Basis: OPT No Aud
Typically offered: Every Spring
Financial statements/theories, terminology, principles, skills to prepare solutions for public/nonprofit organization financing. Analysis of operating/capital budgets, short-term/long-term debt management, retirement financing, endowment investing. Tools/techniques. prereq: 5003 or instr consent
PA 5190 - Topics in Public and Nonprofit Leadership and Management
Credits: 1.0 -3.0 [max 9.0]
Typically offered: Periodic Fall & Spring
Selected topics.
PA 5204 - Urban Spatial and Social Dynamics
Credits: 3.0 [max 3.0]
Typically offered: Every Spring
Behavioral theories of internal spatial arrangement, functioning, characteristics of cities at macro level/how they produce system of cities. Factors influencing urban spatial structure over time. Urban form, land use/rent. Spatial expression of economic, social, political forces. prereq: urban/regional planning Major/minor in or public affairs PhD or instr consent
PA 5211 - Land Use Planning
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Physical/spatial basis for land use planning at community/regional level. Role of public sector in guiding private development. Land use regulations, comprehensive planning, growth management, innovative land use planning/policies. prereq: Major or minor in urban/regional planning or instr consent
PA 5251 - Strategic Planning and Management
Credits: 3.0 [max 3.0]
Grading Basis: OPT No Aud
Typically offered: Periodic Spring
Theory and practice of strategic planning and management for public and nonprofit organizations and networks. Strategic planning process, management systems; stakeholder analyses. Tools and techniques such as purpose expansions, SWOT analyses, oval mapping, portfolio analyses, and logic models.
PA 5253 - Designing Planning and Participation Processes
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Theory/practice of design, implementation, evaluation of planning/participation processes. Types of planning. Stakeholders, including underrepresented groups. Costs/benefits of participation. Participant roles. Planning/participation tools/techniques. prereq: Major or minor in urban/regional planning or instr consent
PA 8203 - Neighborhood Revitalization Strategies and Theories
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Policymaking/politics of planning in housing, community development, social policy. Connecting policy to local/regional politics. Role of institutional decision-making structures on policy outcomes. Importance of citizens, social movements, interest groups in policymaking process. prereq: Major/minor in urban and regional planning or PA PhD or instr consent
ACL 8002 - Capstone Proposal and Project
Credits: 1.0 [max 1.0]
Grading Basis: S-N only
Typically offered: Every Fall
Course provides an environment that will motivate, support, and assist students in the completion of their Capstone Project through development of a Project Proposal. Student projects explore personal, organizational, community, and/or systems change and as such generate valuable experiences and insights. There will be a minimum of five classroom meetings of students and instructor. Additional one-on-one meetings with the instructor are required. The instructor is also available for individual consultation as needed.
ACL 8003 - Capstone Paper
Credits: 2.0 [max 2.0]
Grading Basis: S-N only
Typically offered: Every Spring
Course provides an environment that will motivate, support, and assist students in the completion of an excellent Capstone Paper that reflects knowledge and skills acquired during the course of study in the Arts and Cultural Leadership Program and place them in a meaningful and theoretical context. Past student projects explored personal, organizational, community, and/or systems change and as such generated valuable experiences and insights. There will be a minimum of five classroom meetings of students and instructor in addition to a final presentation event. Additional one on one meetings with the instructor are required. The instructor is also available for individual consultation as needed.