An outdoor march on the street by hundreds of women with symbolic flags who are part of the (Movimento dos Trabalhadores Sem Terra, Landless Workers’ Movement) in Brazil

Understanding Social Movements and Creating Social Change: Experiencing Campaigns beyond the Classroom.

Today’s array of societal challenges – from economic disparity, political injustice, rising dangers posed by climate change, and ongoing threats to basic human rights and democratic freedoms – demand, more urgently than ever, that citizens come together and act in collaboration to hold accountable, or change, the existing institutions and systems meant to ensure justice, health, safety, and dignity for people. The Harvard Kennedy School offers numerous important courses that explore the fundamental ways people organize and take collective action for social change. Further, the MLD Area course offerings provide students with the excellent opportunities to directly apply their learning in existing advocacy organizations and movements, and even to create campaigns of their own from the ground up.

Portrait headshot of HKS Assistant Professor of Public Policy Liz McKenna
HKS Assistant Professor of Public Policy Liz McKenna

In her new course MLD 370: Social Movements: The Art and Science of Social Change, Assistant Professor of Public Policy Liz McKenna applies a sociological lens to historical and contemporary cases of social, labor, and political movements from around the world to answer the questions: What’s the difference between a movement that wins victories for its constituents, and one that fails? And, what are the factors that make collective action powerful?
Drawing on her award-winning doctoral research on civil society in Brazil, and the studies detailed in her 2021 book, Prisms of the People: Power and Organizing in 21st Century America, McKenna’s work examines how organizational leaders build constituency bases that successfully exercise political power.  Students in the course will also learn about the role of culture, media, and technology in collective action. With these frameworks in their toolkit, students then enter an experiential learning “lab,” where they investigate how the course concepts work in practice by selecting an existing social-movement organization and analyzing a challenge its leaders face. Projects can explore areas ranging from movement narratives; organizational structure and governance; leadership development; strategy and tactics; learning and adaptation; political contestation; power mapping; and effective use of data. Again, by understanding how to analyze, then potentially create and implement these aspects of a movement or campaign, students will benefit when working in future change-making roles.


For students interested in immediate, hands-on experience creating and working in campaigns and movements, the MLD Area offers three other powerful courses:

Marshall Ganz, the esteemed Rita E. Hauser Senior Lecturer in Leadership, Organizing and Civil Society, has been teaching organizing at HKS for nearly 30 years. Having first come to Harvard (College) in the fall of 1960, he left a year before graduating to volunteer with the 1964 Mississippi Summer Project. There, he found a “calling” as an organizer for the Student Nonviolent Coordinating Committee, and, in the fall of 1965 joined Cesar Chavez in his effort to unionize California farm workers. During 16 years with the United Farm Workers he gained experience in union, political, and community organizing; became Director of Organizing; and was elected to the national executive board on which he served for 8 years. During the 1980s he worked with grassroots groups to develop new organizing programs and designed innovative voter mobilization strategies for local, state, and national electoral campaigns. In 1991, in order to deepen his intellectual understanding of his work, he returned to Harvard College and after a 28-year “leave of absence” completed his undergraduate degree in history and government. He earned his MPA from HKS in 1993, then began teaching at HKS soon thereafter, while simultaneously completing a Harvard PhD in sociology (awarded in 2000). During his time as HKS faculty, Ganz has continued to work “in the field,” including with the Obama presidential campaign (2007-8), the Sierra Club, the Ahel Organizing Initiative (Jordan), Serbia on the Move (Belgrade), Avina (Bogata), Tatua (Kenya), and Community Organizing Japan (Tokyo), learning and perfecting his organizing frameworks.

The premise for MLD-377M and MLD-378M is that an “organized” citizenry is able to formulate, articulate, and assert its shared interests. Organizing, in turn, requires leadership: accepting responsibility for enabling others to achieve a shared purpose in the face of uncertainty. Organizers, then, ask three core questions:

  1. Who are my people?
  2. What is the change we need?
  3. How can we turn our resources into the power we need to achieve that change?

That is to say, organizers must learn to identify, recruit and develop leadership; build community with that leadership; and create power from resources of that community. Students do this in MLD-377M, the “Design” module of the two-course sequence, by applying the five organizing practices: storytelling; relationship building; strategizing; structuring; and, lastly, taking action, as they actually organize their own leadership teams, decide upon a shared purpose, and design organizing campaigns to achieve their purpose. The pedagogy is structured in a purposeful sequence: “explanation,” “modeling,” “practice,” and “reflective debriefing,” which allow students to better learn from repeated practice.

During the second “Leadership” (in practice) module, MLD-378M, students learn to lead the campaign they designed: organizing a kick-off; developing leadership; innovating tactics; engaging with power; and winning, losing, and learning. Practice and critical reflection are again the keys to learning in this module. Students are supported in this process by a set of skilled course coaches who, themselves, have extensive experience actively engaging in these organizing practices and developing students into movement leaders.

Note: *Enrollment into MLD-377M is limited and by permission of the instructor. The course is taught in a two-week intensive format during the Spring 1 Module, with in-person instruction limited to two intensive workshops on the weekends (February 23-25 and March 1-3, 2024).  Also, MLD-377M  is a firm prerequisite for enrollment in MLD-378M.

MLD-375 Creating Justice in Real Time: Vision, Strategies and Campaigns taught by Professor Cornell William Brooks is another powerful experiential learning course in which students actively engage with movements addressing many of the most critical social injustices of our time.

Brooks’s course seeks to understand longstanding inequities and injustices and recognizes the importance of principled advocacy in an age of unprecedented activism.

Like Ganz, Professor Brooks, brings a wealth of experience into the classroom, having served four years (2014 – 2017) as president and CEO of the National Association for the Advancement of Colored People (NAACP); worked as civil rights attorney; and practiced as an ordained minister in the African Methodist Episcopal Church.

Cornell William Brooks holding hands with a child and leading a group of marchers across the Edmund Pettus Bridge in Selma, AL
Cornell William Brooks in 2015 leading America’s Journey for Justice march from its starting point at the Edmund Pettus Bridge in Selma, AL.

At the NAACP Brooks reinvigorated the activist social justice heritage of the NAACP, dramatically increased its youth membership, and conceived and led the 2015 march known as “America’s Journey for Justice” from Selma, Alabama to Washington, D.C., over 40 days and 1000 miles. During his tenure, Brooks and the NCAAP aided in organizing to address policing injustice in Ferguson, MO to failure of government to protect water quality in the majority-black, low-income community of Flint, MI. Prior to leading the NAACP, Brooks was president and CEO of the New Jersey Institute for Social Justice, where he led the passage of pioneering criminal justice reform and housing legislation. He also served as senior counsel and acting director of the Office of Communications Business Opportunities at the Federal Communications Commission; executive director of the Fair Housing Council of Greater Washington, and a trial attorney at both the Lawyers’ Committee for Civil Rights Under Law and the U.S. Department of Justice. As a DOJ trial attorney, he secured a record-setting settlement for housing discrimination victims and filed the first government case alleging housing discrimination against a nursing home.

Brooks’s course MLD-375 seeks to understand longstanding inequities and injustices and recognizes the importance of principled advocacy in an age of unprecedented activism. Issues of highest concern in the course are environmental injustice, biased policing and public safety, criminal justice and prison reform, the fragility and erosion of the right to vote, the need for equitable economic development, and the long call for reparations for racial injustice in the United States. Brooks teaches students tested advocacy principles – e.g., moral ambition, perfect/imperfect victims, concentric/consecutive coalitions, and scholarship — to address these issues, including the particular strategies of the arc of advocacy.

To provide an experiential element, students in MLD-375 work with the William Monroe Trotter Collaborative for Social Justice, U.S. municipal governments, as well as national- & state-level advocacy organizations, on real time campaigns with a focus on what is demonstrably effective. Students will develop visions, strategies and campaigns as well as designing legislative, policy, organizing, communication, and moral framing strategies to address injustices.  As an example, one recent student project sought a posthumous presidential pardon for pioneering civil rights leader, Callie House, who at the turn of the 20th century was wrongfully imprisoned. House founded the National Ex-Slave Mutual Relief, Bounty, and Pension Association, a movement of over 300,000 members, but her efforts were squashed and her legacy was tarnished and minimized by a gross corruption of justice. (Read more here.) Projects like this are part of a portfolio of reparations efforts featured in the course that aim to face up to the deep harm caused by slavery, racist Jim-Crow era laws and policies, and ongoing structural inequities.

Note: Students must competitively apply for enrollment in MLD-375, with the key criteria being a demonstrated passion for social justice. Students admitted to the course should  expect extensive work outside of class and must remain patient, flexible, and persistent in the face of the real-time challenges posed in the course.

A range of other HKS courses complement the four MLD Area offerings above, with each one listed below providing a different framework, addressing different issues and contexts, and providing informed and valuable approaches.

MLD-340 Power and Influence for Positive Impact (Julie Battilana)
DPI-312 Sparking Social Change Through Arts and Culture (Sanderijn Cels)
DPI-376M Queer Nation: LGBTQ Protest, Politics, and Policy in the U.S. (Tim McCarthy)
IGA-147 Civil Resistance: How It Works (Erica Chenoweth; Not offered AY24)
IGA-385 Strategizing for Human Rights: Moving from Ideals to Practice (Doug Johnson)
IGA-453 Reweaving Ourselves and the World: New Perspectives on Climate Change (Rebecca Henderson)

In combination, HKS offers students a powerful set of opportunities to develop capacities and experience creating social change.

If you have any questions about these courses, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

A male government official and three female student fellows from the HKS Government Performance Lab meeting in a conference room around a table in front of a whiteboard.

MLD-630: Government Turnarounds with Jeffrey Liebman

For the past ten years, Robert W. Scrivner Professor of Social Policy Jeffrey Liebman has led the HKS Government Performance Lab which provides technical assistance to state and local governments interested in improving the results they achieve for their citizens. During that time Liebman and his team of experts, many HKS students and alumni fellows, have become experts at using analytics, outcomes-focused contracts, and cross-sector collaborations to help improve social service programs at the city and state levels. The GPL helps governments address thorny questions, like how to use data to find individuals who had fallen through the cracks, or how to restructure contracts to incentivize providers to serve the most difficult clients. Originally founded as a platform to explore the efficacy of Pay for Success (PFS) projects like Social Impact Bonds, where the governments agrees to pay for services only if they are shown to be successful, and allowing them to test promising new interventions and collaborative stakeholder models, the GPL evolved in response to a need Liebman and his team discovered across the agencies in which they worked. “Our government partners began to ask whether the same models we developed in PFS could be applied to help government social service agencies run their core operations better,” says Liebman.

Portrait photo of Harvard Professor Jeffrey Liebman in tan suit and tie in front of an HKS building
Jeffrey Liebman

Government leaders were seeking data-driven, boots-on-the-ground technical assistance, so Liebman rapidly expanded the GPL, placing students and HKS alumni with backgrounds in data analysis, public policy, and implementation in the field with a variety governments and agencies selected through national competitions. Projects began with programs aimed at reducing prison recidivism and reintegration for young people exiting the juvenile justice system, then expanded to include initiatives in maternal and infant health, high-quality pre-K, and addressing homelessness. Working across jurisdictions allowed Liebman and his team to discover and refine a set of approaches that responds to the recurring, problematic issues governments face.  For example, one of the key insights Liebman’s team uncovered during its PFS work was that procurement and contracting were too often seen as back-office compliance functions instead of used as powerful levers for systems change. GPL developed a signature framework for Results-Driven Contracting to help governments achieve high-priority strategic goals and drive improvements in service delivery.

This and other lessons are now taught at HKS each Fall in MLD-630: Government Turnarounds.  The course delivers proven strategies that government leaders have used to turn around troubled agencies and improve government performance. In teaching, Liebman draws on a mixture of lectures, case studies (often with guest visits by the case protagonists and other experts), and student presentations. Topics covered include:

1. Setting strategic goals and getting your organization to follow through on them.
2. Data-driven leadership strategies for improving agency performance, such as performance stat and delivery units.
3. Using results-driven contracting strategies to improve procurement.
4. Techniques for recruiting, training, re-energizing, and retaining talent.
5. Strategies for overcoming inertia.
6. Strategies for sustaining reforms.

MLD-630: Government Turnarounds is good complement to other MLD Courses in Government and Urban Innovation such as MLD-102 Getting Things Done: Management in a Development Context (Andrews); MLD-601 Operations Management (Fagan); MLD-605 Systems Thinking and Supply Chain Management (Fagan); MLD-618 Leadership, Social Change, and its Challenges: Boston as a Case Study (Winship & Jackson); and especially, MLD-412 Greater Boston Applied Field Lab: Advanced Budgeting, Financial Management and Operations (Bilmes) and  MLD-620M The Data Smart City: Driving Innovation with Technology (Goldsmith)

If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

Female doctor attending to male patient

MLD-636: Managing Transformations in Healthcare with Thomas Glynn

Learning from practice is a hallmark of the Harvard Kennedy School, and our faculty includes numerous talented individuals who have spent significant portions of their careers in public service.  Perhaps the best example is adjunct lecturer Thomas Glynn.

Glynn’s long and distinguished career has spanned across the public-, private- and non-profit sectors, and covered an array of public policy domains, including public health, labor, transportation, and urban development. From 1983 to 1988 Glynn served as Deputy Commissioner of Public Welfare in Massachusetts which included oversight of the Commonwealth’s Medicaid program. From 1989 to 1991, Glynn was the General Manager of the Massachusetts Bay Transportation Authority which includes subway, trolley, bus, paratransit and commuter rail services for Greater Boston. Recently, in 2023, Glynn returned to leadership of the MBTA as Chair of its Board of Directors.  In 1991 the Mayor of Boston, Raymond Flynn, tapped Glynn to chair the Mayor’s Healthcare Commission with a focus on improving the performance of neighborhood health centers. Then, in 1993, Glynn was nominated by President Bill Clinton to be U.S.  Deputy Secretary of Labor. He was confirmed by the U.S. Senate by unanimous consent and served through April 15, 1996. HKS adjunct lecturer Tom Glynn

Subsequently, from 1996 to 2010 he served as COO of Partners Healthcare (now called “Mass General Brigham | Integrated Health Care System”), a network of Harvard hospitals, clinicians, and neighborhood health centers. Stepping down from Partners in 2010, Glynn joined the Harvard Kennedy School for the first time, teaching MLD-101, then the introductory public management course in the MPP core, and serving as the faculty chair of an executive program for new State Commissioners for Public Health.  Called into public service again, Glynn left HKS to serve from 2012-2018 as CEO of the Massachusetts Port Authority which includes Boston’s Logan International Airport, four maritime businesses in the Port of Boston and significant real estate portfolios in the South Boston Seaport and East Boston Waterfront. In 2018 Glynn returned to Harvard, becoming Chief Executive Officer of the Harvard Allston Land Company, overseeing the University’s non-institutional development of its Enterprise Research Campus in Allston, MA. In Fall of 2019, Glynn stepped back into the HKS classroom as an adjunct lecturer teaching courses in on strategic management for public service organizations.  Glynn continues to serve on the Board of Directors of the Pine Street Inn, an agency that serves the homeless, the Massachusetts General Hospital Institute for Health Professions, and several other non-profit healthcare organizations.  For his exceptional service, Glynn was named a fellow of the National Academy of Public Administration.

Bringing his wealth of experience into his course MLD-636: Managing Transformations in Healthcare Glynn focuses on how to successfully manage transformations in the U.S. healthcare system. Transformations in healthcare include changing reimbursement models, initiatives to improve quality, and projects to redesign the care delivery system. Unsurprisingly, given his experience, this course will work across sectors – non-profit, private, and public sectors, including federal, state and local levels.  Using primarily the case-method pedagogy, this course will begin with a focus on diagnosing specific contextual, organizational, and cultural challenges faced by organizations delivering healthcare.  Then the course will turn to management tools that can transform the healthcare delivery system. These tools include: 1) managing silos, 2) enhancing the role of clinicians, 3) goal setting and monitoring, and 4) public health campaigns. Glynn also plans to bring into his class several distinguished guest lecturers who are in the heart of current practice.

MLD-636 will be offered at Harvard Kennedy School in the fall semester. If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

Demystifying Power. Enabling Empowerment. | MLD-340 Power and Influence for Positive Impact with Julie Battilana

Having been awarded the Academy of Management’s 2022 George R. Terry Book Award* for her book Power, for All, Julie Battilana brings her award-winning research to life in the Harvard classroom teaching MLD-340 Power and Influence for Positive Impact.

In Power, for All, Battilana and her co-author Tiziana Casciaro offer a new vision of power – what they define as the ability to influence someone else’s behavior – as deriving from having access to valued resources. Understanding what those resources are, people can take action to plan for, create, and sustain organizational and systems change. Drawing upon lessons derived from their rich research, and conveying lessons through wide-ranging case narratives, Battilana and Casciaro reveal the insights into power and influence that come from understanding (1) the two basic needs all human beings share—safety and self-esteem—and (2) the resources people seek to satisfy those needs: obvious ones, like money and status, but also less obvious and less tangible resources, like autonomy, achievement, affiliation, and morality. In sum Power, for All demystifies the essential mechanisms for acquiring and using power, showing that it is available to ALL people, not just those with personality, money, or, indeed, those willing to use intimidation, threats, or worse.

Split picture: At left: Tiziana Cascario and Julie Battilana seated together at a table. At right: book cover of their book, Power, for All.Pictured
Tiziana Casciaro and Julie Battilana with their award-winning book, Power, for All.

Building on these empowering ideas…,

…and designed for individuals at any stage of their career, Battilana’s course MLD-340 Power and Influence for Positive Impact will debunk the fallacies that many have about power and explore the fundamentals of power in interpersonal relationships, in organizations, and in society. In doing so, it will lift the veil on power, revealing to students what it really is, and how it works, ultimately unleashing their potential to build and use power to effect change at home, at work, and in society.

MLD-340 is ideal for students who want to make things happen, despite the obstacles that might stand in the way. Students will walk away prepared to exercise power positively to challenge the status quo in order to address the pressing social and environmental problems of our time. Students will learn conceptual models, tactical approaches, and assessment tools to develop their personal influence style and understand the political dynamics surrounding them. The subject matter in the course also specifically encourages students to use power responsibly, resist its corruptive perils, and challenges students to develop their own sense of what constitutes the ethical exercise of power and influence in their lives.  In the past a stellar array of in-class guests have been invited into the course, each an eminent and effective changemaker in their field:

MLD-340 is a useful complement to other MLD course offerings in the areas of LeadershipNegotiationOrganizing Civic, Political, and Social Action, and even Social Enterprise. If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

*The Academy of Management’s George R. Terry Book Award is granted annually to the book judged to have made the most outstanding contribution to the global advancement of management knowledge during the last two years. Books that contribute to the advancement of management theory, conceptualization, research, or practice are eligible for this prestigious award. Battilana and Casciaro were presented the award at the 82nd Annual Meeting of the Academy of Management on August 7, 2022.

MLD-802M: Nonprofit Management and Leadership with Arthur Brooks

Arthur Brooks
Arthur Brooks, Professor of the Practice of Public Leadership

Students seeking a broad introductory overview of non-profit management — from historical and legal origins, relationships to government, organizational structure, strategic planning, fundraising and communications, and modes of leadership — will want to enroll in MLD-802M: Nonprofit Management and Leadership with Arthur Brooks.  As President for 11 years of the American Enterprise Institute, and, before that, as a scholar of the non-profit sector at The Maxwell School at Syracuse University, Brooks, now William Henry Bloomberg Professor of the Practice of Public Leadership at Harvard Kennedy School and Professor of Management Practice at Harvard Business School, is uniquely qualified to teach both the academic and practical concepts critical to future leaders of non-profit organizations.

His course is appropriate for students with interests ranging across the sector, from social services, to international aid, to the arts. This course will draw on proven frameworks and real world examples to provide students an intellectual and practical foundation for further coursework and careers in the sector. The course features guest lecturers from premier scholars and practitioners. Past visitors have included HKS pioneering scholar on Public Value, Mark Moore; President Emerita of Harvard University and the Arthur Kingsley Porter University Professor, Drew Gilpin FaustIan Rowe, founding CEO of Public Prep, a nonprofit network of public charter schools based in the South Bronx and Lower East Side of Manhattan; and social entrepreneur Dan Pallotta.

In addition to his interest in non-profit management, Brooks writes, speaks, and podcasts on a wide range of topics. Find out more at his personal homepage arthurbrooks.com.

MLD-802M will be taught at HKS in the Fall semester.  A complementary course in non-profit financial management MLD-427 Strategic Finance for Nonprofit Leaders with James Honan is offered in both the fall and spring semesters. Both courses may be taken for credit.
HKS also offers several other courses in the non-profit and social innovation areas:

MLD-820         Strategies for Social Impact with Matthew Lee
MLD-830         Entrepreneurship and Innovation in the Private and Social Sectors with Richard Cavanagh
MLD-831         Entrepreneurship and Innovation in the Private and Social Sectors – Business Plan Workshop with Richard Cavanagh
MLD-836M      Social Entrepreneurship/Social Enterprise Deep Dive: How to Operationalize & Scale for Social Impact
with James Bildner and Stephanie Khurana
DPI-312           Sparking Social Change through Arts and Culture with Sanderijn Cels

If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

 

 

MLD-412 MBTA student site visit

FAB in MLD: Finance, Accounting, and Budgeting are Central to Organizational Success

Budgeting, accounting, and financial management are central to the successful operation of government, nonprofit, and for-profit organizations.  MLD offers a sequence of three courses for students seeking to boost their understanding how “FAB” concepts and techniques can be powerful management tools.

 

MLD-401M: Financial Analysis of Public and Nonprofit Organizations taught by Brian Iammartino is an introductory, general-audience course intended for students with no background in accounting or financial analysis. By the end of the course, students will be able to: 1) Understand commonly-used accounting and financial analysis terminology, concepts, tools and processes; 2) Evaluate financial statements in order to ask probing questions, identify risks and/or opportunities, and think critically about financial performance; and 3) Recommend and justify courses of action based on analyses of accounting and other financial data. Specific topics covered include an overview of the financial reporting landscape and governance; accounting principles and concepts; a detailed review of the major financial statements; and the analysis of major financial topics such as organizational liquidity, solvency, operations, funding, and benchmarking.  Main focus will be on features of public and nonprofit accounting, but many of the topics covered are applicable to all types of organizations. Students completing MLD-401M will be well prepared to take the the following course.

 

MLD-411M: Introduction to Budgeting and Financial Management also taught by Brian Iammartino with Senior Lecturer Linda Bilmes is a rigorous introductory course aims to demystify FAB topics for a general audience of students, even those lacking any related background. Iammartino will, step-by-step, help students understand the entire budgeting process, including budget formulation and execution, variance analysis, budget strategies such as activity-based costing, revenue forecasting, and capital budgeting. Accounting topics include an overview of the financial reporting and governance landscape, accounting principles and concepts, and a detailed review of the major financial statements.Linda Bilmes, Daniel Patrick Moynihan Senior Lecturer in Public Policy The course will build on these budgeting and accounting principles to progress to financial management techniques such as the Balanced Scorecard, financial benchmarking, and the analysis of organizational liquidity, solvency, operations and funding.

 

Students successfully completing MLD-411M may apply for Linda Bilmes’ spring course MLD-412: The Greater Boston Applied Field Lab, an advanced, field-based, experiential learning course in which students work on challenging urban management and financial projects. A comprehensive video about the course is available here.

Of MLD-412 , Mid-Career MPA (’20) and recent program fellow Will Eden says, “No course at the Kennedy School I’ve taken has been as thoughtfully composed, incorporated as much feedback, or offered such a valuable hands-on learning experience.” Real world course projects in the past year included a detailed estimate on the financial viability of plans for building a performing arts center in Gloucester, MA; an analysis for the town of Hingham, MA about funding federally mandated storm water runoff infrastructure; rethinking energy supply and demand options related to the Massachusetts Bay Transportation Authority‘s (MBTA) the South Boston Power Station; and, for the Massachusetts Port Authority (MassPort), an assessment of threats/opportunities for the Boston seafood cluster in the global supply chain.  Past projects have included a number of meaningful collaborations with the City of Somerville, MA, documented on video here. For more details, read the AY21 Report on the Applied Field Lab.  In 2023, students in the course investigated inclusionary zoning as a tool to increase affordable housing in two Massachusetts communities.
Students from the course often continue their work in fellowships with the Rappaport Institute for Greater Boston.

MLD-401M and MLD-411M will be offered at the Harvard Kennedy School in Fall semester. MLD-412 will be offered in the spring semester. For questions about these courses, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator. You may also email Rappaport Institute Associate Director Polly O’Brien.