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Summary
Trinity Laban Conservatoire of Music and Dance is a specialist institution of international standing that integrates elite education of professional dance, music and musical theatre artists; leading research and creative practice; professional performance programmes showcasing established and emerging talents; innovation support and CPD for cultural enterprises and practitioners; and a prominent role in facilitating lifelong public participation in our art forms.
Throughout its history, Trinity Laban has been characterised by risk-taking, creativity and a mission to reach out to all sections of society as a force for cultural and social progress. Its stature and reputation as a receptive collaborator and innovator make the Conservatoire a sought-after partner among professional companies, public and third sector organisations and government agencies.
Institutional context
Trinity Laban Conservatoire of Music and Dance is an international centre of excellence in the performing arts. We view the arts as a force for both personal fulfilment and social good, and seek to place music and dance at the centre of civic life. Knowledge exchange is integral to the Conservatoire, which defines itself as an outward-looking, creative and collaborative organisation that places the relationship with the professional world and wider society at the centre of its mission, structure and operation. Our knowledge exchange goals are:
To drive innovation in our art forms through knowledge transfer from our research and professional practice
To build the capacity and resilience of the UK’s cultural and creative sector through interventions that raise workforce skills, promote demand and enable diverse talents to enter and thrive in the industry
Through artistic practice and participation, to promote cohesive and healthy communities
To reinforce the professional orientation of our training, ensuring our graduates are appropriately prepared to lead and advocate in their art forms and to sustain fulfilling creative careers
To strengthen and capitalise on our existing partnerships and establish new relationships and collaborations that promote and enable the wide dissemination and application of Trinity Laban’s knowledge
To become an exemplar of diverse practice in the arts
Our artistic programmes at the Laban Theatre, Blackheath Halls and partner venues showcase performances by leading national and international artists and new work developed through commissioning and support for artists, alongside the work of our students and staff and the artistic achievements of our local communities. We operate a programming policy across music and dance that champions diverse practice by embracing a rich mix of artistic and curatorial voices.
Drawing on our longstanding relationships with Arts Council England and Trinity College London, we have taken a strategic lead nationally in professional and organisational development for arts companies and freelance practitioners and educators. We are also at the forefront of community engagement in music and dance, with priority strands focusing on work with children and young people, intergenerational programmes and projects with older people, opportunities in the arts for people with disabilities, and the use of the arts to promote health, well-being and social cohesion.
Trinity Laban works as a catalyst and partner with other organisations, sharing experience and capacity to mutual benefit. We act as a broker and enabler for organisations and individuals to connect not only to the Conservatoire’s own expertise and facilities but to many different communities of practice within our wider network, drawing in our HE staff and students, participants, professional companies and freelance artists, and policy and funding bodies.
We increasingly employ online tools for professional development, community engagement and artistic production, and have rapidly innovated in response to the pandemic to develop and share new creative approaches.
Across our knowledge exchange programmes, we embed rigorous research and evaluation methodologies in order to explore and disseminate effective practice and optimise value to partners and beneficiaries.
For further information, please send queries to Contact@trinitylaban.ac.uk
Local Growth and Regeneration
Summary of approach
Trinity Laban Conservatoire of Music and Dance has a strategic commitment to increasing access to the arts, education, employment and opportunity in its local community, and encouraging investment in the infrastructure and wellbeing of SE London where diverse neighbourhoods include thriving cultural activity alongside pockets of disadvantage and deprivation. Working in partnership with local authorities, and industry and community networks and agencies, Trinity Laban is an important source of expertise, talent, resource and space to nurture a growing creative industry cluster that is a vital economic contributor in an area largely lacking large-scale employers. We act as a cultural anchor institution, contributing to local growth and pride for residents, businesses and visitors through participation in and engagement with the arts.
Aspect 1: Strategy
Trinity Laban Conservatoire of Music and Dance was established with a founding principle to be a significant resource to its local and regional community, and an exemplar for the role of the specialist HEI in supporting the cultural economy. Contribution to local growth and regeneration has always been central to its institutional purpose and strategy, and it retains a core objective ‘to make Trinity Laban’s knowledge, expertise and facilities available to our industries and communities to promote transformational artistic, social, educational and economic outcomes.’
This overarching goal is reflected in specific aims for local contribution in Trinity Laban’s Knowledge Exchange and Public Engagement Plan 2018-2021 (here):
To play a significant role in place-making in our local communities at the heart of a creative cluster in SE London that delivers economic and societal benefit
To act as cultural catalyst in our communities, promoting and enabling participation and social inclusion and cohesion
[There is significant overlap and synergy between strategy and activity for local regeneration and for public engagement, notably in respect of arts participatory and health work which addresses local social needs. To avoid duplication, commentary on that work can be found in the public engagement narrative.]
Trinity Laban is an international conservatoire that operates in global, national and local spheres, but its most in-depth and longstanding knowledge exchange programmes and partnerships exist in its home boroughs of Greenwich and Lewisham. It prioritises growth and regeneration in SE London both as its home base, and as an area historically underserved in the arts. Trinity Laban has attracted funding and creative enterprise to the vicinity; promoted social inclusion and cohesion; bolstered the visitor economy; and enhanced the physical environment.
The Conservatoire has strong relationships with its local authorities which operate at governance, strategic and operational levels. Councillors from Greenwich and Lewisham sit as co-opted members on the Conservatoire’s Board of Governors to ensure that institutional planning at the highest level takes account of identified community needs, and works in concert with local economic, social and cultural priorities. Trinity Laban has contributed to borough strategies for the arts, health and sustainable communities. Since 2010 Lewisham Council has funded Trinity Laban to deliver participatory arts programmes of strategic importance to improve heath, wellbeing, skills and social engagement. The Conservatoire is engaged in key regeneration locations such as Bellingham and Downham in Lewisham, and Woolwich in Greenwich.
Trinity Laban champions meaningful partnership as a way to understand the ongoing and changing needs of its local residents. Current partnerships include the SHAPESLewisham Creative Enterprise Zone (CEZ) for Deptford and New Cross, an initiative of the Mayor of London to provide investment and support for artists and creative businesses which aims to retain creative talent from the borough’s education institutions and increase affordable spaces for the fast-growing creative sector. The Conservatoire is an active member of other local networks including the Lewisham Education and Arts Network, Greenwich Cultural Forum, Older People’s Arts Network and World Heritage Site Partnership. These associations promote shared understanding of local issues and coherent planning to address them.
Alongside these standing mechanisms for gaining intelligence to inform our local strategies, Trinity Laban communicates directly with intended beneficiaries of growth and regeneration initiatives. For example, it held a public consultation on its plans for a new development adjacent to its Laban Building in Deptford that will expand public access to its services and facilities, and has also commissioned a research exercise to underpin planning for its contribution to the CEZ. The project involves widespread consultation with local freelance artists/producers, including recent graduates, to establish their requirements for space, skills and expertise and how Trinity Laban can best meet them.
Aspect 2: Activity
Trinity Laban’s approach to local growth and regeneration encompasses four broad strands of activity, built on identified need and governed by its specialist mission and expertise:
Support for the local cultural industry sector
Trinity Laban provides organisational development and innovation support for local artists and arts companies. Some examples of recent and ongoing work are:
New artistic product development
The Conservatoire offers bespoke resources to support creation of artistic work and ease the path of that product to market: cash commissions, high-specification creation space and equipment, practice-based expertise, and advice on production marketing and audience development. Compass Commissions, delivered in partnership with Greenwich Dance Agency, saw 15 new productions through from concept to premiere, focusing on the creation of innovative works for a range of audiences. Similarly, Breakthrough aimed to contribute to a sustainable model of commissioning and touring of Black British dance, and enabled an industry partner to undertake intensive research and development leading to a first commercial performance at the Laban Theatre.
Work with museum sector to promote visitor engagement and cultural tourism
Trinity Laban has institutional partnerships with Royal Museums Greenwich and the Horniman Museum Lewisham. It delivers regular performance projects at these venues to animate collections and engage wider public interest and involvement. Work as a Tate Associate amplifies and disseminates our distinctive approach to collaborative working with this sector.
Building professional artists’ skills
Trinity Laban delivers artist development programmes that enable freelance artists to build sustainable creative careers by diversifying their skills base in response to current economic demands and arts and social policy drivers, and hence build the collective capability, capacity and adaptability of the local creative sector. Flexible provision includes both in-person and online modes and novel approaches such as action learning sets, MOOCs and summer schools.
Covid-19 responses
In a period of unique challenge for the arts industry, the Conservatoire adapted in response to the pandemic to share new creative approaches, and to assist the local cultural sector withstand the impact of Covid-19. Programmes rapidly delivered included:
Go DigiTL Microgrants: a £10,000 fund to allow local independent artists in Greenwich and Lewisham to build online platforms, providing financing and mentoring to adapt and sustain their practice while the pandemic closed down in-person performance. Proposals were required to demonstrate positive economic and social impact for the local creative community as well as the artist concerned.
Thinking space: A ‘thinking space’ group was established for Music and Dance artists, bringing together participants to reflect on digital cultural production and to share skills and collaborate in the digital realm.
Industry Insights: This online series provided emerging artists with real-world insights and advice from industry experts. The sessions concentrated on adapting to working digitally and building resilience and wellbeing in the ‘new normal’.
Graduate and student contribution to local enterprise and social regeneration
There has been rapid expansion of the creative and digital sectors in Greenwich and Lewisham in recent years (+70% rise in creative business growth in a five-year period), fuelled by the attraction and retention of emerging talents by resident specialist arts HEIs. Graduates regularly go on to form companies, many growing from collaborations and projects undertaken at Trinity Laban. The Conservatoire offers guidance and training on how to operate a creative business, both within curricula and through the careers and alumni services. In 2019 it introduced an Innovation Award scheme which offers final year undergraduates seed funding and mentoring from prominent industry figures to develop a creative business proposition with criteria emphasising contribution to local productivity and social and economic return.
Student/graduate involvements in knowledge exchange support place-making, innovation and community cohesion through the varied and extensive interventions in the locality as artists, educators and volunteers. The Institution systematically facilitates community and industry engagement and offers many voluntary and credit-bearing placements connecting to local partners such as Entelechy Arts, Horniman Museum, Streetwise Opera and Lewisham & Greenwich NHS Trust: (https://www.youtube.com/watch?v=MZLeKMigwDw&feature=youtu.be&dm_t=0,0,0,0,0).
Students also contribute to skills development of young people from disadvantaged backgrounds, addressing barriers to highly skilled employment and diversifying the talent pipeline into the creative industries sector.
Place shaping and reclamation/improvement of the public environment
Sir Peter Bazalgette’s Independent Review of the Creative Industries highlighted the role of cultural provision in ‘place-shaping’ as an accelerator for regeneration. The dual relocations of Laban and Trinity College of Music respectively to the Laban Building in Deptford and the Old Royal Naval College were pivotal to the revitalisation, through culture, of an area that had suffered greatly from post-industrial decline and economic deprivation. The Laban Building development reclaimed a contaminated brownfield site, and was credited as the key driver in the regeneration of Deptford Creekside. The Conservatoire’s renovation and occupation of King Charles Court brought back public access to a landmark building, helping to open up a World Heritage Site to residents and visitors to the benefit of the local cultural economy.
Trinity Laban continues to invest in public-facing facilities and the physical regeneration of the public realm. In 2018 it undertook a £3.2 million refurbishment of its concert hall, Blackheath Halls, part of London’s oldest purpose-built cultural complex, described by its patron Jools Holland as ‘play(ing) a pivotal role in the community on so many levels and for so many age groups.’ This renovation has re-established a high-quality community arts centre, with the best possible physical environment for creation, presentation, participation and enjoyment of the arts. Work is continuing to improve the frontage and outdoor public space at the Halls. As well as its own financial commitment, the Conservatoire secured £2.4m in external investment from philanthropic and public sources for the works.
Social inclusion
The Conservatoire uses arts participation to build community cohesion and health. As noted, its extensive work in this area is described in the public engagement narrative.
Aspect 3: Results
Trinity Laban employs a standard evaluation framework and systematically collects data and feedback on its programmes. Evaluations of recent activity to support the local creative sector attest to their value in developing new thinking, collaborations, skills and product:
Feedback on the Thinking Space included:
‘I have an action plan, a list of resources to explore and expand on and a network of people I can connect with and bounce ideas off each other’
‘(I gained) New ideas for activities, platforms, approaches’
Independent evaluation of Compass Commissions noted the ‘quality and quantity of the facilities and technical support’ and the unique extent of the commission ‘from initial concept through to full production’
In the past three years, over 1,600 artists and arts educators have received training/ CPD from Trinity Laban.
Positive outcomes of Trinity Laban’s work are reflected in feedback from our partners, funders and industry contacts. The most recent assessment of the Conservatoire’s funded programme by the London Borough of Lewisham, which confirmed grant for a further three years, concluded that:
‘They demonstrate a good understanding of the local context and have a track record of delivering quality dance and music activities for target groups within Lewisham. In addition to increasing participation in the arts they also deliver on health and social outcomes. Trinity Laban have strong local partnerships and make a strategic contribution to the culture in the borough.’
It also noted the ‘very extensive range of successful funding applications from well-known trusts to smaller foundations varying in size from £1,000 to £46k. A significant amount of private donations and volunteering hours.’ Trinity Laban has been consistently successful in securing external investment into its locality, amounting to over £2.5m in the past three years. It also attracts an annual average of 73,000 audience members to its professional and community performances which fuels the night time economy and supports the growth of cultural tourism as a key financial contributor. Since 2017, it has provided 242 placement and volunteer sessions to students.
Trinity Laban has had limited capacity to track volumes and outcomes of graduate start-ups and projects. However, case studies of TL Innovation Award recipients from 2019 (https://www.trinitylaban.ac.uk/creative-innovation/tl-innovation-award/) evidence consistent recognition of the benefits delivered: enhanced knowledge and understanding of industry demands through the professional mentors, space to innovate and sustainable creative business propositions.
The Conservatoire disseminates results and learning internally and externally through a combination of:
Reporting to its Board and management and academic committees
Publication of research and evaluation reports, some commissioned by industry experts
Conference presentations and sharing within local and sector networks
CPD for staff, students and professional practitioners
For further information, please send queries to Contact@trinitylaban.ac.uk
Public & Community Engagement
Summary of approach
Public engagement is integral to Trinity Laban, which places the relationship between the professional arts and wider society at the centre of its mission, structure and operation. Drawing on participants own creativity as co-producers, the Conservatoire is at the forefront of community engagement in music and dance, with priority strands focusing on work with children and young people, intergenerational programmes and projects with older people, opportunities in the arts for people with disabilities, and the use of the arts to promote health, well-being and social cohesion. Our artistic programming showcases the creative achievements of our local communities as well as making professional performances of the highest international standard available to our audiences in South East London and beyond.
Aspect 1: Strategy
Trinity Laban has had a Knowledge Exchange and Public Engagement (KEPE) Plan (here) since its creation through the merger of Laban and Trinity College of Music in 2005, and has always placed community and public engagement at the heart of its mission: a founding aim was ‘to provide a model of the mutually beneficial interaction of academic and public uses of the specialist institution and its resources (human and physical), and the coherent delivery of cultural and educational strategies’. Its operation of high-profile public performance venues embeds it more directly in its external community than is the case for most HEIs, and delivers a range of services to the public beyond standard higher education provision.
Public engagement strategy is overseen by a KEPE Board, reporting to the institutional Academic Board. It has a broad membership including the Executive lead, representatives of public facing departments, academic Faculties, professional services and the student body. The KEPE Plan is formally reviewed on a three-year cycle through a process of internal consultation with departments and committees, and approval by Academic Board and the Principal’s Management Group.
This internal process is supported by evidence drawn from a range of evaluation and consultation inputs. Our monitoring and evaluation framework records responses from individuals in our ongoing activities and we regularly canvas the views of participants through focus groups, feedback forms and online surveys. Participant voice is enhanced through the role of Advisory Groups recruited from individual programmes and by encouraging participants to take leadership roles and facilitating dialogues with Trinity Laban as to their needs and how best we may respond to them. Our performance venue, Blackheath Halls (BHH), has its own Friends organisation of which the Chair is a member of the BHH Board.
Public engagement is embedded in areas of teaching with cross delivery between PE teams and HE academic staff to share skills and knowledge. Scholarship, research and professional development allocations of hours within academic contracts can be assigned to public engagement and performance work. Professional services departments are explicitly charged with supporting public engagement.
Trinity Laban delivers marketing and communications campaigns across all its channels for performances and community engagement. Our website and social media platforms promote our services to the wider public and provide public communication channels. Trinity Laban is constantly working to understand the barriers facing under-represented groups in accessing the arts, and the need to work in multiple ways to overcome these barriers. Examples of how we reach out to new, hard-to-reach users include:
Publicising our services for older people through GP surgeries
Being visible at community events e.g. Bellingham Festival, Lewisham Live, Lewisham People’s Day
Targeted referrals, for example working with partner schools, organisations and the Music Hub to refer young people into Animate Orchestra and Greenwich and Blackheath Halls Youth Choir
Taster sessions with groups such as Charlton Athletic Community Group
Using peer ‘advocates’ such as the Trinity Laban Young Dance Ambassadors
Aspect 2: Support
Trinity Laban has put in place teams of specialist staff with public engagement remits. This includes an outward-facing Learning and Participation Department with 26 staff; artistic, technical and front of house staff to run its performance venues; and a team to manage public hires and building tours. Direct institutional expenditure on public-facing staffing and activity amounts to c.£2m per annum. As well as staffing resource, the Conservatoire makes available world-leading performance spaces and facilities for community use including its theatres and concerts halls, studios and instruments.
The Conservatoire’s approach to public engagement respects participants’ voice and agency. It has established a variety of channels for stakeholders to work with us to shape programmes to their needs and interests. This includes formal networks and representative structures created for our public programmes such as the Older People’s Arts Network, The Friends of Blackheath Halls and the Inspired not Tired advisory group. Our website sets out our public offer in a dedicated section (https://www.trinitylaban.ac.uk/take-part/ ) which since lockdown has a new strand – Take Part At Home – enabling direct involvement in creative dance and music-making.
Trinity Laban is a leading and longstanding provider of specialist professional development in community and participatory arts practice which involves staff and students as well as professional practitioners. Specific training given to staff has recently included two days of development exploring delivery in virtual and socially distanced ways, post-Covid.
Community programmes are regularly profiled on our website and social media, and newsletters for staff and alumni also celebrate our public engagement staff and participants. Paid hours are available for public engagement within academic contract designations. Students can gain both academic credit and financial reward for public engagement through paid roles and the TL Innovation Award which has provided seed funding and mentoring for social enterprises.
Supplementing internal acknowledgement, the Conservatoire proactively seeks out external recognition of its public engagement staff, to reward their contribution and profile the Institution’s expertise and commitment in this area. For example, it successfully nominated its Head of Public Engagement for an MBE and has secured multiple awards in the One Dance UK Awards.
Aspect 3: Activity
Trinity Laban has long-established public engagement programmes, governed by its strategic objectives, as follows (see https://www.trinitylaban.ac.uk/take-part/ for detail of activities cited):
To act as cultural catalyst in our communities, promoting and enabling participation and social inclusion and cohesion
We work with local authorities, music hubs, SMEs, other HEIs and arts organisations to serve diverse communities and target those least likely to access cultural opportunities. Participatory music and dance activities in campus and community settings include:
Programmes for children and young people
Targeted projects such as Animate Orchestra, often involving our students as role models
Regular music and dance classes (aged 2 – 18): Ballet, Contemporary, Hip Hop, Dance Fusion, Youth Dance Company, Youth Choir
Careers/skills development projects e.g. Young Dance Ambassadors Programme (Silver Arts Award), Young Women in Jazz
Programmes for Adults
Weekly classes and creative projects in our buildings and community: Ballet, Contemporary, Hip-Hop, Pilates, Yoga, gospel choir, community chorus and orchestra
Summer Programmes in Musical Theatre and Contemporary Dance
To enhance health and well-being through public engagement in the arts
Programmes for older people including those living with dementia and in care settings
Inspired not Tired weekly dance and music classes for people over 60 years at Trinity Laban and in community venues, supported by Lewisham Council
Performance/creative projects for our older people. Recent examples include intergenerational projects with our HE students at Tate Modern and Age Against the Machine, the finale of Lewisham’s Festival of Creative Ageing held at the Laban Building in October 2019.
Activities and projects for people with specific health conditions and in health settings
Dancing for Health - Weekly dance classes for adults with acquired brain injury or stroke.
Singing for Lung Health - Weekly singing group for people living with lung conditions hosted by Lewisham Hospital.
A programme highlighting the benefits of dance for children and young people
Dancing Ahead – Research-informed weekly dance class for children at risk of poor resilience & mental health
Dance Ability - Weekly dance classes for children with disability and their siblings
Pulse - Holiday programme combatting obesity with dance and cooking.
Dance projects in schools and in the community including Bellingham Beats in one of the most disadvantaged areas in Lewisham with very high levels of poor health
To offer excellent artistic experiences to our local and regional communities
The Conservatoire operates its own public performance venues, Blackheath Halls and the Laban Theatre, that offer a combination of professional, community and student performances. It also takes performances to a range of external and site-specific venues and tours work nationally and internationally. Total annual attendances average 76,000, of which around half are free of charge. Prominent artists and ensembles presented have included Company Wayne McGregor and the Royal Opera’s Jette Parker Young Artists.
An important aspect of our participatory work is opportunity for the public to perform in our professional venues and engage directly with leading artists. Blackheath Halls Community Opera brings together a professional creative team with community participants to produce a fully staged annual opera (here). Other examples include Live at Trinity Laban showcasing music and dance collaborative projects by and with young people and Co-Motion, an inclusive Youth Dance showcase for SE London youth dance groups.
Our portfolio of work is financially sustainable as it is funded through a mixed model of income generation, public funds and trusts and charities. This approach enables the programme to be adaptable and responsive to local needs and national imperatives as they arise.
Aspect 4: Results and learning
Trinity Laban operates an evaluation framework for participatory work based on underpinning values – Artistic Excellence & Authenticity; Ownership & Creative Engagement; Health, Wellbeing & Social Impact; Access & Progression. It systematises the collection/analysis of qualitative and quantitative data from across our programmes, evaluating all aspects of public engagement from setting up an activity to participant experience and impact. Many projects are longstanding over a period of years, enabling a virtuous cycle of undertaking activity, evaluating, and fine-tuning models.
Since 2011, the Conservatoire has employed a research fellow to investigate its public programmes and provide rigorous academic underpinning for its practice. An important strand of research on arts and health work has verified: impact on practitioner methods and delivery; transformational effects for participants; and improved credibility and legitimacy to forms of cultural practice that can often be marginalised – notably arts practice with older people and in other participatory settings where people’s creativity is sometimes assumed impaired (here).
Participant testimony is a critical means to validate that Trinity Laban’s distinctive approach and aims are reflected in the authentic experience of those engaged in a project. Recent evaluations give many examples of strong alignment between goals and participant responses:
‘We take more, I think it’s easier to take more creative risks. We can’t always take physical risks because we’re not built for it as we get older but it is good to take creative risks which we’re given the chance to do. It’s not like one of the other dance classes for the over sixties around London …’
Age Against the Machine (2019) participant (here)
‘For me community is about quality of life and feeling involved in the cultural life of our area. Blackheath Halls Opera is the definition of community opera. Fully inclusive across age, gender, ethnicity, ability and background. It truly is something special to be part of.’
Blackheath Halls Community Opera 2019 community participant (here)
Overarching data on reach and demography is collated and published annually in the strategic report of the Board. Figures show that in the past three years:
102,882 people danced, created, performed, watched or participated in our community programmes
26,223 of participants were children and young people
1,636 of participants were disabled children or young people
1,770 of participants were older people aged 60+
176,682 attended our public performances
Aspect 5: Acting on results
At both an institutional and departmental level, Trinity Laban reflects critically on progress against its public engagement objectives in light of community needs and feedback, research findings, quality benchmarks and understanding of best practice. In 2018/19, the Principal commissioned a wide-ranging review of our knowledge exchange and public engagement strategy and operation from KoKo consulting, the recommendations of which led to both structural reorganisation of Learning and Participation teams and ongoing refinement of priorities, framed around participant needs and targeted outcomes. Internal planning processes among public engagement teams incorporate SWOT analysis derived from the collated evidence of project evaluations to inform design and delivery of future work.
As well as publication of written reports and conference presentations, the Conservatoire has sought novel ways to share research and evaluation findings, internally and externally, with both specialist and public audiences. Examples have included an accessible film output for the Symphony Unwrapped project (here) and Beyond the Walls, which used a 45-minute dance work as an alternative and performative mode of dissemination, described by Chris Stenton, CEO of People Dancing, as an approach that ‘was exemplary and should be ‘bottled’ and taken up by arts organisations around the country.’
For further information, please send queries to Contact@trinitylaban.ac.uk