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

06
Dec

Sports hijabs allowing girls at City Academy Bristol to feel the #joyofmovement

Girls at City Academy Bristol have received 50 sport hijabs from The Sweaty Betty Foundation. The girls received their new kit on 18 November and took them on a test run during a game of football.

Students at City Academy said, “We think that the sports hijabs are a great concept because it is inclusive and allows other Muslim hijab girls to feel comfortable in their space wherever they are, such as when doing things they enjoy like sports.

“The material is not too heavy and breathable, while allowing girls to not feel uncomfortable when doing sports. The strap is also very useful because it makes sure that the hijab doesn’t slip off and is secure and, again, allows girls to be comfortable while doing what they love, which we think is something everyone should have the right to have.

“We love that the logo is not as visible as it shows that it’s not about sports hijabs being a ‘trend’, like we’ve seen other brands do, but more about making girls in hijabs feel comfortable in their own skin rather than being part of a ‘trend’.”

Just 47% of children and young people in the UK are considered to be physically active.[1]  Of that number, global trends indicate that girls are less likely to be active than boys. They report a lack of confidence, fear of being judged, worries about PE lessons during menstruation and feeling unsafe as some of the reasons for not participating in physical activity. These barriers are further compounded by a lack of suitable kit as well as the challenges of accessing out-of-school clubs, especially for those from lower income families.

Dr Norah El-Gohary, Teaching Fellow in Psychology and Muslim Chaplain, said, “My vision and dream finally came true today when these young Muslim girls experienced what it’s like playing sports in a sports hijab, experiencing that freedom to completely embrace the game without having to worry about anything getting in the way.

“In a time where there is a significant rise in Islamophobia in our community, this brings me hope. I look forward to a brighter future for Muslim females in sports. This will foster more engagement and inclusion which is much needed today in our society.”

Hardeep Konsal, Head of Inclusion at City Academy Bristol, added, “Our young people are feeling empowered and inspired. Even for students who don’t participate in P.E. or physical activity but still need something comfortable and practical for all-day wear, the hijabs have been well-received for their comfort, fit, breathability, and style.

“The secure fit and lightweight materials make them a favourite, providing a mix of functionality and style that suits school life and casual activities. The feedback from the students has been positive and it was encouraging to see students that would not usually take part in P.E getting involved and feeling confident.”

03
Dec

Bristol Brunel Academy staff and students unite for Movember

Throughout November, male colleagues at Bristol Brunel Academy (BBA) embraced Movember, growing moustaches to shine a spotlight on men’s health issues, including testicular cancer, prostate cancer, and mental health.

This year, mental health took centre stage, as the BBA community honoured the memory of their late colleague, Ashley Jackson, by working to raise awareness and spark meaningful conversations.

To mark the end of Movember, BBA staff organised a powerful pop-up lesson addressing mental health in men.

At the end of Movember, staff staged a pop-up lesson for students that addressed mental health in men. As part of this, students watched a video emphasising the importance of talking. The video is hard hitting but has a very positive spin.

Parents and carers were also given the opportunity to view the video in advance, ensuring transparency and preparation for discussions at home.

Recognising the sensitivity of the topic, Year Teams at BBA provided additional support to students who may have found the material challenging. The lesson extended beyond the video, teaching students how to recognise signs of someone struggling and equipping them with practical tools to check in on friends and loved ones.

Staff at BBA sold 250 fake moustaches and could have sold double that amount. Students wore these throughout the day last Friday in support of Movember. Early estimates indicate that the initiative raised over £120, with all proceeds going to Off the Record, a local charity that supports mental health initiatives and was also supported by BBA last year.

James Ferguson, Associate Assistant Principal at Bristol Brunel Academy, said: “Movember is about more than moustaches; it’s about starting conversations that save lives.

“This year’s focus on mental health allowed us to engage students, parents, and staff in meaningful ways, promoting understanding and action.

“We are incredibly proud of the entire BBA community for coming together to raise awareness and support such an important cause.”

 

Read our Full Strategic Plan

Contact Us

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