About Us

Lewisham Education Arts Network (LEAN) leads a network that champions arts education in Lewisham fostering high quality creative opportunities for children and young people.

 

It brings together:
 
Teachers, artists and arts organisations, arts education officers, advocates and supporters of arts education, youth workers, community workers, policy makers and arts administrators
 
To:

            Share ideas and skills            Broker partnerships            Stimulate discussion

 Overall, LEAN works to:
  • Advocate for arts education in the borough and beyond
  • Network with other London based agencies
  • Develop projects and training - with opportunities for artists, schools and teachers
  • Inspire the greatest number of people to participate in arts education
  • Broker partnerships between artists and schools and youth and community groups
  • Support our members by providing information on the arts education sector
Membership is free, to become a member register here.
Governance
LEAN is a company limited by guarantee and a charity. We are governed by a Board of Trustees who meet at least six times per year. Trustees stand for election at our AGM which takes place in late January / early February each year. Any member may stand for election to the Board. If you are a registered member and would like to know about becoming a Trustee please contact Jane Hendrie.

Our Aims and Objectives

Aim One:

To empower and inspire artist educators, education, health and social care professionals to be highly skilled, experienced and innovative creative practitioners and promote working in partnership.

The above aim will be realised by working towards the following objectives:

• create regular opportunities for artist educators, education and health and social care professionals to meet, network, train together and discuss issues of mutual interest

• To establish regular training opportunities for creative practitioners, including accreditation where available

• To explore ways of developing creative and artistic skills of education professionals and those working in health and social care fields.

• To circulate information amongst all LEAN stakeholders about innovative developments in creative educational practice

• To disseminate information about good local practice in creative partnership working amongst membership

• To keep abreast of changes in DCSF, DCMS, Department of Health and local government policies and ensure the membership are kept informed.

• To support students of creative subjects and education and new entrants to the arts and education professions to ensure an excellent grounding in the principles and practice of creative partnership work.

Aim Two

To provide direction, practical support and guidance to all those in a position to initiate creative partnership working in order to generate and increase the frequency of high quality creative opportunities for children and young people.

The above aim will be realised by working towards the following objectives

• To support schools and arts organisations as they work towards quality assurance kitemarks such as Artsmark and the LOtC quality badge

• To both model and advise on creative project management in learning, health and social care settings which has strong quality assurance mechanisms and including the establishing of objectives and both formative and summative evaluation of impact involving all stakeholders

• To explore ways of disseminating good local practice in creative partnership working amongst those involved in organising creative learning experiences for children and young people, with particular reference to the impact of the work and its value for money

• To offer an informal brokerage service to schools, health and social care settings and other statutory and voluntary sector agencies who might be interested in working with creative practitioners

• To participate in local strategic forums in order to articulate the possible gains which might be realised through creative partnership working and be in a position to support agencies working in this way for the first time and thus build confidence

• To offer operational support to celebrations of young people’s creative achievements

Aim Three:

To work strategically with key investment partners and decision makers to lobby for and secure access to creative opportunities for children and young people.

The above aim will be realised by working towards the following objectives

• To participate in local strategic forums in order to articulate the gains which might be realised through creative partnership working and voice the professional concerns and interests of the organisation’s membership to those whose work is designed to build community health, cohesion and economic stability in Lewisham.

• To bring to the awareness of decision makers any gaps in provision identified through the work of the organisation and make recommendations as to how these gaps might be addressed.

• To foster young people’s active participation in advocacy and decision making about the creative and cultural activities available to them and encourage creative leadership amongst peers

• To profile the impact of creative partnership working amongst those who have local control over spend such as headteachers, health and social care managers, local authority officers and the Mayor and Cabinet.

• To be first point of contact for local authority officers, health and social care managers when it comes to finding settings ( across the statutory, voluntary, community and arts sector) with the capacity to exploit a new opportunity afforded by an unexpected funding stream.

• To develop a credible profile with those organisations whose core business is investment in creative partnership development such as AND and ACE London and thus attract increased levels of funding.

• To inspire increased confidence in the creative workforce of the borough by making the work of the LEAN membership more visible on the London-wide stage, particularly where there has been effective research into positive impact or the work is particularly innovative.

• To establish communication channels with charitable organisations with a track record of funding creative partnership working and be a source of fund raising advice to membership with regard to current funding criteria and priorities