The Cultural Leadership Programme sat at the intersection of three sector lead bodies and worked across a broad range of sector specialisms. This challenged the programme to ensure that delivery was fit for purpose within a dynamic and fast-changing cultural landscape.
The core range of CLP provision, as outlined the in the Work-based Learning and Intensive Learning strands, was therefore, underpinned by a number of cross-cutting themes to ensure that the CLP mission to nurture world-class, dynamic and diverse leaders was achieved. These cross-cutting themes included:
With its ability to engage and conduct action research with key groups of learners, the CLP was well placed to explore and champion priority developments and ideas – it became an incubator for experimentation and innovation in leadership provision. The links on this page detail the strategic actions and investments in these priority areas.
In addition, the CLP prioritised action research to inform its activities in the following priority areas:
- Artist Practitioner Leadership Development – ensuring that the range of CLP provision prioritised access to the specific needs of artists and practitioners leading within and outside of organisations and businesses. Key areas of provision included CLP Artist Practitioner Placements and action research into models of provision undertaken through Method (Solar Associates) and The Independents (Battersea Arts Centre). Reports on Method and the Independents are downloadable opposite.
Independents Evaluation Report
- A Navigator for Leadership - The Team worked with partners to develop a Navigator which offered guidance about levels of leadership – emerging, mid career, new CEO, established and senior (as set out in Meeting the Challenge) including practical examples and diagnostic analysis to enable a shared understanding and assist with targeting leadership learning at different stages of the career cycle.
