Trailblazer Evaluation Report 17/18
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Investing in leadership<br />
Staff development is ‘the strategic heart’ of <strong>Trailblazer</strong>, both developing arts<br />
specific expertise and the nurturing of leadership for cultural learning. This year, the<br />
leadership training has been reduced from 2 days to 1 and schools have not had<br />
access to a 1-2-1 consultant as in previous years. Emphasis has been placed on the<br />
potential for schools to work in partnership and on building peer networks. The<br />
LiCL cohort model their leadership and reflective practice in twilights and at the<br />
Autumn conference. LiCL were also invited to work together to develop<br />
proposals for Local Cultural Education Partnership investment. This group are a<br />
valuable resource for the programme, bringing their expertise and support to the<br />
Cultural Champions network.<br />
LiCL discussion at the ‘Changing Cultures’ Leadership Conference, November 20<strong>18</strong><br />
Photo Credit: Brian Slater<br />
The LiCL cohort are clear about the change that they want to see – in their schools<br />
and for the borough. Some are operational, others more generally aspirational. LiCL<br />
proposals include:<br />
• A toolkit for Cultural Champions<br />
• A guide for an arts led integrated primary curriculum<br />
• Project activity to challenge Thurrock’s growing gang culture<br />
• A cultural ‘passport’ – logging activity and defining cultural entitlement<br />
• A pilot for an arts based primary to secondary transition programme<br />
• An Inter-school Inclusive Arts Project for PMLD/SEND collaboration<br />
This last example illustrates the potential for schools to be pro-active in the<br />
development of <strong>Trailblazer</strong>, leading activity and managing partnerships within the<br />
programme.<br />
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