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

05
Sep

Snowdon Village secures first ever ‘Good’ grade from Ofsted

Staff celebrating the result of the recent Ofsted inspection.

Staff at Bristol’s Snowdon Village family of schools have been praised for their ‘dedication and expertise’ by Ofsted inspectors who have rated the school ‘good’ for the first time.

Snowdon Village – which includes The Nest, Engage, Bristol Futures Academy and City School – is an alternative provision for students who have been excluded from mainstream schools or whose learning needs which make it hard to cope in a mainstream setting.

But despite the difficulties many of these students have faced in previous schools, Ofsted says Snowdon Village’s skilled staff are proving adept at encouraging pupils to ‘re-engage with learning in a positive way’.

Inspectors say the school’s focus on students’ social and emotional needs has been a ‘great success’, while the personal development offering is an ‘impressive’ strength.

As a result, they rated Snowdon Village as ‘good’ – a signal of the substantial improvement made since they graded it as ‘requires improvement’ in their previous inspection.

The Ofsted inspector’s report said: “Pupils come to Snowdon Village with previous negative experiences of education. They have often had significant periods of non-attendance.

“Leaders prioritise building strong, trusting relationships between pupils and staff. As a result, pupils attend school increasingly well and re-engage with learning in a positive way.

“Pupils are keen to describe the impact that staff have on them. They value the commitment that staff have to securing the very best for them. Parents agree. They are greatly appreciative of the dedication, expertise and communication they have with staff to achieve goals that they never thought would be possible, for example pupils sitting GCSEs and attending school full time.

“Leaders provide a wealth of opportunities for pupils to experience success and increase their resilience. Pupils learn how to manage their emotions in response to demands placed on them. They are well prepared for their next steps and to become active members of their community.”

Snowdon Village – part of the Cabot Learning Federation – earned further praise in areas such as safeguarding, leadership and personal development.

On safeguarding, Ofsted said: “Leaders have ensured that safeguarding is high priority. Staff know pupils very well. They are alert to the risks that pupils face. Leaders use this knowledge to plan relevant safeguarding training. Staff know how to identify and report.

concerns. Leaders take prompt action to follow up any concerns. They are tenacious in securing appropriate support for vulnerable families.”

On leadership, Ofsted said: “The school has recovered from a period of significant staff turbulence at the point of, and immediately following, the previous inspection. The leadership of the school has stabilised. This has had a considerable impact on pupils’ education. It has been fully supported by a well-informed, knowledgeable academy council and the wider trust. Each of the five sites have established their vision and purpose.”

And on personal development, Ofsted said: “The personal development of pupils is a strength of the school. It capitalises on the relational approach, and high expectations prioritised by staff. The breadth of the offer is impressive. For example, younger pupils have outdoor learning and participate in a range of trips and visits to increase their social skills and learn about the world around them. Older pupils have access to vocational activities matched to personal interests. This develops their confidence, resilience and future aspirations.”

Snowdon Village Principal Alex Davies said: “We are all thrilled with the outcome and have been working incredibly hard over the last 4 years to secure this – a judgement our children deserve. I’m delighted for our school community and particularly the families and children we serve. It’s really important for the sector that Alternative Provisions are recognised for the crucial part they play in supporting some of our most vulnerable families and helping children obtain the outcomes they are capable of. The HMI described the inspection as unprecedented due to the complex nature of the school, but the lead inspector and her team were brilliant at understanding the work we do and the complexities of the different sites. The team were fantastic but the real showstoppers were the children. So proud of their school and keen to show it off. That is what it’s all about.”

 Education Director Sally Apps said: This is a richly deserved “Good” outcome for a school that plays an important role in the education landscape in Bristol and beyond. We are delighted that the children, parents, staff and volunteers at the school have been recognised for the excellent community they have built together over time. Our trust is extremely proud of our “Village serving a City” and we are excited about what the future holds for the young people who attend.

04
Sep

Ofsted: Bristol Brunel Academy remains a ‘good’ school

Strong leadership and ‘expert’ teaching have helped Bristol Brunel Academy retain its ‘Good’ rating in a new Ofsted assessment published today.

Bristol Brunel – part of the Cabot Learning Federation – earned praise from the watchdog’s inspectors in a number of areas, including ‘effective’ safeguarding practices, an ‘ambitious’ curriculum and ‘good behaviour’ among students.

The report also highlighted how students feel proud of their school – and that ‘many feel privileged’ to be part of the Bristol Brunel community.

Ofsted inspectors said: “Pupils are very proud of their school. Many feel privileged to attend. They feel a sense of belonging.

“Bristol Brunel Academy is a place where diversity is valued and celebrated. Relationships between staff and pupils are mutually respectful. Pupils have a voice in the school which leads to positive change. For example, pupils have re-named their houses after inspirational figures and introduced sustainable cutlery to the refectory.

“Through the ‘BBA Backpack’, pupils acquire the skills and qualities they will need in the future. For example, they develop self-esteem and a strong work ethic. Pupils’ success is rewarded. They describe how this creates a real sense of achievement in all areas of school life.”

Jon Jones, Principal of Bristol Brunel Academy, said: “The report reflects much of the excellence that Bristol Brunel Academy has become well known for. I feel incredibly proud of our staff, students and our community that has enabled this success and would like to thank all of our stakeholders for everything they have done to support our journey.

“As I move on to be Executive Principal for the Cabot Learning Federation, I know I leave the academy in a strong position and in the very capable hands of Jen Cusack as Head of School; much of the work recognised in this report has been built through her leadership.

“I particularly enjoyed reading how the inspection team recognised our ambitious curriculum, the important role Bristol Brunel holds in the community and how our students value the opportunities they receive both in lessons and in the wider enrichment curriculum.”

On behaviour, Ofsted inspectors said: “Pupils know it is important to behave well in school and that bullying will not be tolerated. There is a calm and purposeful atmosphere in lessons and around the school site. Pupils appreciate the clear rules and expectations. As a result, behaviour is good.

On wider learning opportunities, they said: “There are a wide range of clubs which pupils attend. Examples include The Duke of Edinburgh Award, astronomy, cheerleading, engineering, and learning Mandarin. Pupils say there is something for everyone.

“Pupils follow an ambitious curriculum. It is designed to reflect the school’s diverse cohort. For example, in history, pupils’ study Somali migration. Leaders have thought carefully about the design and organisation of the curriculum. This helps pupils to build on what they already know.”

On teaching and leadership, they said: “Leaders have created a strong reading culture in the school. Pupils read books regularly which develops their love of reading. Pupils enjoy selecting books which introduce them to diverse cultures and which challenge stereotypes. Those who cannot read well enough are well supported through a range of interventions. This ensures that most pupils catch up quickly.

“Leadership, at all levels, is a strength of the school. Governors know the school well. They support leaders and hold them to account for the impact of their actions. Teachers appreciate the steps leaders take to reduce workload and support their well-being.

“Pupils benefit from clear explanations and expert subject teaching. They routinely re-visit what they have learned over time. Most of the time, teaching identifies any misconceptions or insecure knowledge. Where this happens regularly, pupils make rapid progress.

“Leaders have high expectations of all pupils. The large majority of pupils with special educational needs and/or disabilities (SEND) learn the full curriculum.”

And on personal development, inspectors added: “Provision for pupils’ wider development is strong. Leaders are determined to involve pupils, including disadvantaged pupils, in a rich array of cultural and social opportunities. Participation rates are good. Alongside a range of other clubs, the school offers a range of ‘inclusion groups’ including LGBTQ+, Young Carers, and a Social Action Group. All of this encourages pupils to engage with and embody ‘The Brunel Way.’ The planned opportunities reach into all aspects of pupils’ lives: academic, social, professional, personal and within the community.”

 

Steve Taylor, CEO of the Cabot Learning Federation, said: All in the CLF are hugely proud of Bristol Brunel Academy. It has known a period of sustained and continuous improvement over the past decade and is understandably popular in the community and frequently over-subscribed. It’s clear to any of us who have the opportunity to spend time in the school that its team is ambitious to achieve even more in the future.

 

22
Aug

CLF wins DFE approval to launch Post 16 Free School in Bristol

Pic: Kath Cooper Principal CLF Post 16 & Steve Taylor CEO

Up to 1,000 extra further education places will open to Bristol students after the Cabot Learning Federation (CLF) was given a green light to build a new free school in East Central Bristol.

The Department for Education (DfE) has today announced plans for 15 new free school developments in parts of the country it says are most in need of new provision.

Today the DfE has revealed that it has asked the CLF to lead the Bristol project, which could potentially see the new state-of-the-art school up and running by 2025.

Provisional plans are for the new school to be based on the site of the former Speedwell Fire Station, adjacent to Bristol Brunel Academy, which has long been earmarked for educational use, but which has remained undeveloped since the station was demolished in 2019.

The CLF hopes the new school will open new routes into further education for students who may traditionally have missed out in competition for the city’s post-16 places.

Principal of CLF Post 16 Kath Cooper said:

“I am thrilled with the DfE’s decision to support the CLF’s ambitions for Post 16 education in East and Central Bristol.

“This project will allow us to continue to grow our curriculum and meet the needs of all learners, while having a positive impact on the lives of students in our community, as they secure academic success and move on to aspirational careers. ”

Cabot Learning Federation Chief Executive Steve Taylor said:

“We are delighted the CLF has been chosen to develop a new post-16 free school for the South West.

“This is the culmination of a long-held ambition for the CLF, and supports our wider goal of helping the region’s young people to overcome disadvantage to fulfil their potential and enhance their life prospects.

“The DfE’s endorsement of the CLF’s bid is a welcome endorsement of our impact, and we look forward to working with them to deliver this much-needed new school.

“Thanks to our partners for their support in the bidding process, and for the ongoing spirit of collaboration in our area.”

The new school will add to the CLF’s growing further education provision. The CLF trust already operates CLF Post 16 at the John Cabot Academy site in Bristol, Digitech Studio School in Kingswood, and sites in Weston-super-Mare, Tewkesbury and Taunton.

 

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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