While we cannot know the future, the purpose of the CLF Strategy 2030 is to ensure the CLF is prepared and focused on meeting the challenges of this decade, while also providing hope and opportunities to our learners, our people and our communities; it is against the ideals of this narrative that work of the trust is monitored and its future success judged.

Steve Taylor, CEO - Cabot Learning Federation

Our Core Strategy

Equity Through Education is underpinned by three core strategies central to all trust activity. They guide decisions around development and improvement, while adhering to our commitment to create equity of opportunity, promote inclusion, remove disadvantage and reject discrimination.

  • Through the Lens of Disadvantage

    • Strategic emphasis on delivering excellence for disadvantaged learners even over other groups.
    • Benchmarking our impact through the lens of disadvantaged learners.
    • Developing best practice among CLF People to deliver for disadvantaged learners.
    • Working in tandem with others via CLF Partnerships to support our most disadvantaged families.
  • Investing in People

    • Sector-leading support, learning and professional development.
    • A welcoming, diverse and inclusive environment.
    • Resilient, empowered teams, with leaders at all levels.
    • Meaningful commitment to wellbeing and career progression.
    • High standards and ambitions for learners and their families.
  • Investing in Partnerships

    • Deep and collaborative connections throughout our communities.
    • Clear understanding of community issues and opportunities, and enthusiasm to engage.
    • Strong relationships with learners, parents, carers, volunteers and alumni.
    • Contribute to the educational and social landscape – locally, regionally and nationally.
    • Partner with other civic agencies to be a force for good in our local area

Our Sub-Strategies

Designed as enablers of our core pillars, these seven sub-strategies transcend teams and departments to resonate throughout the CLF. Driven by senior members of staff and reviewed annually, these ambitions will contribute to the sustainable development of the trust.

EDI
Wellbeing
Digital
Voice
Leadership
Operating at Scale
Environment
  • Unwavering commitment to advancing equal opportunities for all, eliminating discrimination, and upholding CLF values of equity, equality, diversity and inclusion.
  • Ensure the Trust remains a place where everyone feels they belong and supported to succeed.
  • Support the drive to diversify the CLF workforce to reflect the diverse communities we serve.
  • Grow EDI Networks which create safe spaces for children and adults to be themselves.
  • Provide resources to help staff and students positively and proactively manage their wellbeing.
  • Ensure support is signposted and easily available if people are struggling.
  • Further evolve a wellbeing curriculum which aligns with our goal of self-agency.
  • Play an active role in communities which supports equitable access to mental health services for all – particularly those experiencing disadvantage.
  • Enable all staff and pupils to safely and effectively work and learn anytime, anywhere.
  • Be future-seekers, equipped and ready to adopt technology which has ‘crossed the chasm’.
  • Give people the right tools to support their work, and train them to excel.
  • Embrace technology which supports partnership ambitions within the community and across clusters and wider education system.
  • Be a listening organisation which puts its people at the heart of strategic choices.
  • Nurture cohesive and coherent systems which gather and understand stakeholder views.
  • Maintain strong understanding of our trust and its impact through the eyes of our communities.
  • Be a model for CLF students, staff, families and communities to use to enact societal change
  • Utilise Trust experience to develop leadership to meet the challenges of this decade.
  • Raise standards by investing in capacity and expertise across the Trust.
  • Nurture a leadership culture which sustains a high-performing Trust which improves as it grows.
  • Empower leaders to take ownership of improvements which raise standards
  • Deploy the right resource at the right time to deliver maximum impact.
  • Establish efficient and effective systems which add value and support core priorities.
  • Build a scalable model which enables both standardised and empowered future growth.
  • Develop a new financial operating model, shaped by the above outputs, which delivers successful outcomes.
  • A shared commitment to reducing environmental impact which will see all schools hold Eco Schools Green Flag status.
  • An annual environmental conference where green champions can showcase positive action in schools.
  • Deep pupil engagement in environmental matters, supported by the CLF curriculum.
  • Provide data to help schools understand and reduce their impact through behaviour and technical change.

Strategy In Action

13
Jan

‘Inclusive’ and ‘Aspirational’ CLF Post 16 is ‘Outstanding’, says Ofsted

‘High quality’ teaching, an ‘inclusive’ environment and a ‘comprehensive careers programme’ which help students to thrive at CLF Post 16 have earned the Bristol education centre a rating of ‘Outstanding’ from Ofsted inspectors.

A team from the education watchdog spent two days assessing CLF Post 16 and neighbouring John Cabot Academy, during which time inspectors met with senior leaders, teachers and students, and carried out a deep dive into a number of subject areas.

At the conclusion of the process, the Ofsted team heralded CLF Post 16 as ‘a welcoming school’ where students feel ‘a strong sense of belonging’ and are supported to succeed.

In her report, lead inspector Frances Bywater said: “The CLF Post-16 ethos of ‘Care, Believe, Achieve’ is fully realised. Students in the post-16 provision come from a wide range of schools. Across the whole school, pupils feel a strong sense of belonging.

“Students in Post 16 enjoy their time at school. They receive a high quality education. They feel motivated to succeed. Teachers encourage and support them to do this effectively.

“The school has high expectations of pupils. Lessons are calm and focused. Relationships between pupils and staff are warm.”

On CLF Post 16’s curriculum and teaching, the report said: “Students in the post-16 provision have a broad and varied range of subjects available to them. The qualifications have been carefully selected to ensure that they are fully inclusive.

“Students, including those who have previously had negative educational experiences, thrive here. This is a result of the thoughtful academic and pastoral support.”

On inclusivity and enrichment, the report said: “Post 16 students are particularly articulate in talking about equality and diversity. Pupils of all ages value and respect people with different backgrounds and beliefs.

“They appreciate the many extra-curricular opportunities that the school provides. These include a wide range of enrichment planned within the curriculum. In the post-16 provision, students create and lead their own clubs.”

And on careers provision, Ofsted said: “A comprehensive careers programme provides pupils and post-16 students with helpful guidance. They learn about university and vocational routes.

“The school has developed strong partnerships with other providers. The destinations pupils and students go on to are a real strength of the school.”

The report also said teachers at Post 16 are ‘aspirational for all pupils’, while praising its ‘effective’ safeguarding systems and ‘strong’ pastoral support.

Ofsted’s findings have been welcomed by leaders at CLF Post 16, as well as within its parent trust the Cabot Learning Federation.

Kath Cooper, Principal at CLF Post 16, said:  

“I am absolutely thrilled with the ‘Outstanding’ outcome for the CLF Post 16. It is a recognition of the exceptional work of the Post 16 staff over time, every day, embedding a rich, quality and inclusive provision.

“The students in our care contribute to building a strong community ethos of hard work and conscientious attitudes, which drives achievement and establishes aspirational destinations and careers.

“This is an excellent provision and it is wonderful to be judged and valued for the exceptional Post 16 centre we are: successful, unique and bespoke. We aspire to be the number one choice of Post 16 study centre for the students we serve in our community and trust.”

Sally Apps, Deputy Chief Executive Officer of the Cabot Learning Federation, said:  

“It is enormously pleasing to know that the Cabot Learning Federation Post 16 provision has been recognised for the outstanding level of care and ambition that is demonstrated every day in the centre.

“The curriculum offer, paired with the excellent pastoral care, has opened doors to students and enabled them to achieve their potential – sometimes against considerable adversity. We are all very proud of what the students, parents, staff and leaders have achieved to date.”

Steve Taylor, Chief Executive Officer of the Cabot Learning Federation, said:

“Colleagues involved in post-16 provision in our sector will know how challenging it is to achieve an outstanding inspection outcome; the bar is appropriately high, and I am delighted that the excellence of CLF Post 16 has been recognised by the inspectorate.

“The school has improved every year since its inception in 2010 and it now combines the maturity of a school that has been strong for some time and the modernism of a school that offers a curriculum and pastoral support that is of our time. Well done to the team.”

 

 

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CEO: Mr Steve Taylor
Federation House
King's Oak Academy
Brook Road, Bristol
BS15 4JT
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Registered Company: Cabot Learning Federation
Company No: 06207590