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

28
Mar

Cabot Learning Federation celebrates success at Youth Sport Trust Awards

Outstanding physical education practice within the Cabot Learning Federation (CLF) has once again been celebrated on a national stage, earning the trust recognition in two categories at the prestigious Youth Sport Trust Awards.

Summerhill Academy, led by PE lead and teacher Sally Goodridge, and James Mooney, the trust’s Senior Curriculum Leader for Physical Education, School Sport, and Physical Activity, were both shortlisted among the awards finalists, marking a continued commitment to excellence in pupil/student well-being and physical education.

This recognition comes just a year after CLF won the Youth Sport Trust’s Outstanding Multi Academy Trust Practice Award for its inclusive trust-wide physical education provision, designed to improve the life experiences of all students.

This year, Summerhill Academy was shortlisted for its Outstanding Primary Practice Award, recognising its excellence in using PE, sport, and play to prioritise the health and happiness of its pupils, thereby building a strong foundation for learning.

Key initiatives that contributed to this success include:

  • Healthy Bodies, Healthy Minds Programme
  • Active Uniform Policy
  • Daily Movement Sessions
  • Healthy Eating Initiatives
  • Mental Health Support

James has been a leading force in transforming physical education practice, both locally within his multi-academy trust, as well as regionally and nationally through his work with the Youth Sport Trust. An exceptional networker and connector, James is passionate about building relationships and creating opportunities that benefit young people.

In a remarkable achievement, Summerhill Academy won their category, securing the Outstanding Primary Practice Award. Meanwhile, James Mooney placed second in his category, a testament to his incredible influence and leadership within CLF and beyond.

Sally Goodridge said: “We are immensely proud of this recognition from the Youth Sports Trust. It is all due to great collaboration, teamwork, dedicated staff and wonderful children.”

James Mooney said: “I am humbled to be finalist for the Campbell Award, recognising my ability to use collaboration to galvanise people and empower them to make positive change for young people through the power of PE, sport, physical activity and play.

“Although I have been recognised, I want to show my appreciation for the people and networks that I work with to make a difference to young people’s lives – they are the real change makers.”

 

 

26
Mar

Students encouraged to ‘Dream big’ at ‘Ambitious’ Hanham Woods Academy – Ofsted

Hanham Woods Academy is a school where ‘pupils feel safe and cared for’ and are ‘encouraged to dream big about their futures’, according to Ofsted inspectors.

A team from the education watchdog spent two days assessing the school, during which time they met leaders from the school and its trust, spoke with parents and pupils, and carried out a range of inspection activities.

Although the visit was an ungraded inspection, Ofsted confirmed Hanham Woods has ‘taken effective action’ to maintain the standards which earned the school a ‘Good’ rating previously.

Inspectors also heaped praise upon the school’s ‘ambitious curriculum’, ‘calm and orderly’ atmosphere and ‘high quality support’ staff give to pupils.

In her report, lead inspector Sarah Favager-Dalton said: “Hanham Woods Academy has taken effective action to maintain the standards identified at the previous inspection.

“The school has high aspirations of what all pupils can achieve. Pupils are encouraged to ‘dream big’ about their futures.

“The school makes sure that pupils have the information they need to make informed decision about their next steps. Pupils move on to further education or employment that matches their ambitions.”

On teaching and curriculum, the report said: “Staff use their strong subject knowledge to explain new content clearly. The work they give to pupils is well matched to the ambitious curriculum that the school has designed.

“There is a strong focus on literacy across all areas of the curriculum. Those who have fallen behind with reading are identified and get support to catch up.”

On student behaviour, it said: “Pupils understand how the school expects them to behave. If pupils do not meet the school’s expectations, staff take prompt action. As a result, the school is calm and orderly.”

On inclusion, the report said: “Pupils learn about the importance of tolerance and respect for those from different backgrounds to them. For instance, pupils enjoyed a recent event that celebrated the diversity of cultures that pupils and staff come from.”

On attendance, it said: “Attendance is a high priority for the school. Staff have a good understanding of the reasons why pupils are absent. Key staff have built positive relationships with families to support pupils to attend more often. Pupils’ attendance has improved.”

And on leadership and governance, Ofsted added: “Leaders have an accurate understanding of the school’s strengths and priorities for development. For instance, they have made sure they have the right staff in place to improve pupils’ attendance. Those responsible for governance have the expertise they need to support and challenge the school.”

Inspectors also praised the effectiveness of Hanham Woods’ safeguarding and SEND provision, and its ‘comprehensive approach to preparing pupils for life beyond school’.

Ofsted’s verdict has been welcomed by leaders within both the school, and its parent trust the Cabot Learning Federation.

Steve O’Callaghan, Principal at Hanham Woods Academy, said:

“This is really proud moment for me as Principal, to see the hard work of colleagues, students and the wider community recognised as we continue our improvement journey.

“We welcome the outcome of the inspection and are actively pursuing further improvement to give children the best chance of success.”

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

“Our school has maintained the strong Ofsted outcome achieved in the last inspection in 2019, which is as admirable feat during a time of considerable change for us all.

“I am delighted that the Hanham community can continue to have a school it can be proud of. Well done to the students and the team of professionals working at the school.”

Read our Full Strategic Plan

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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