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This report has explored the extent to which current training in arts administration is suited to meet changing demands in the cultural sector in Libya and has aimed to develop both a theoretical construct and an educational model to enhance cultural policymakers’ and arts administrators’ capacities to manage systemic change. Recognizing that environmental change in the cultural sector will be an ongoing phenomenon, and that the nature, pace, and scope of change will differ dramatically from community to community. The report has concluded that the change management capacities identified as necessary to meet changing demands, and training options available to current and future leaders in arts administration. In each representative case study, evidence is provided of disconnect between new demands in the cultural sector and the current focus of arts administration training. This gap would suggest that new competencies and skills may be required to manage change taking place in the cultural sector. It is particularly instructive to examine the major issues and trends affecting each Libya’s cultural sector. At precisely the time that African nations such a Libya sand Egypt are looking to standard models to deal with privatization and the rise of market criteria in their economies, Libyan are increasingly focusing on the public value and community-building role of the cultural sector. Hence, while European nations are trying to develop the “private” side of the arts and culture sector, after the recent crisis Libyan are trying to develop the “public” side. Further, while Libya cultural policymakers and arts administrators are attempting to adopt and adapt world standard marketing and fundraising tools to support their work in their changing arts funding system, Libya are finding that an unsustainable arts funding system is forcing new approaches and increased collaboration among cultural organizations.

The Training for the Art Administrators In Order To Manage Systemic Change in Ministry Of Education Benghazi Libya