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

22
Nov

Pupils ‘Feel Happy, Safe And Well Cared For’ At ‘Outstanding’ Uphill Village Academy, Says Ofsted

‘Exemplary’ behaviour, a ‘family’ culture and an ‘exceptionally well-designed’ curriculum have earned Uphill Village Academy a rating of ‘Outstanding’ in all areas from schools inspector Ofsted.

Inspectors heralded the Weston-super-Mare school as a place where pupils ‘feel happy, safe and well cared for’, while learning to become ‘wonderful representatives for their school and role models for younger pupils’.

Ofsted’s glowing endorsement follows a two-day visit from an inspection team, who met leaders from Uphill and the school’s parent trust the Cabot Learning Federation, spoke to staff, parents and pupils, and carried out a ‘deep dive’ into teaching and curriculum.

The formal report, published this week, confirmed Uphill had been rated ‘Outstanding’ in all areas.

Lead Inspector Victoria Griffin wrote: “Pupils are rightly proud to attend Uphill Village Academy.

“They take full advantage of the opportunities they have to contribute to their school and local community.

“Pupils develop a deep understanding of the world around them through participating in projects. For example, about plastic pollution and becoming kindness ambassadors, ensuring the school is respectful and welcoming.

“One parent describing the school like ‘an extended family’ expressed the typical views of many parents and carers.”

The report offered further praise for Uphill in a number of areas.

On learning and SEND, it said: “The school has high expectations of all pupils. The curriculum is exceptionally well designed, which means pupils successfully build their knowledge over time. As a result, pupils with special educational needs and/or disabilities (SEND) and those who are disadvantaged achieve well.”

On pupil behaviour, it said: “Pupils’ behaviour is exemplary. They are polite and thoughtful to one another, to staff and visitors. Pupils feel a keen sense of belonging. Many take on positions of responsibility. These pupils are wonderful representatives for their school and role models for younger pupils.”

On teaching, it said: “The trust has supported the school to identify precisely what pupils need to learn at every stage and in every subject. It provides a range of opportunities for staff at all levels to develop their subject expertise. As a result, staff have excellent subject knowledge and understand how to deliver the curriculum so that pupils remember what they learn.”

On culture and leadership, it said: “The school’s vision of ‘Learning Without Limits’ is achieved through the way its academic curriculum and focus on character development complement one another. Governors effectively support the school to ensure this vision is fully realised. Pupils are active citizens, contributing to the way the school runs and representing their school in charity and sports events. They are wellprepared for life in modern Britain.”

And on early year provision, it added: “Children in the early years foundation stage thrive. They get off to a strong start, settling quickly into the school’s routines.”

Ofsted also commented on Uphill’s ‘effective’ safeguarding, the ‘deep respect’ within the pupil community, and the ‘sharp focus’ of teachers and governors in ensuring pupils achieve well.

The assessment has been warmly welcomed by school leaders, who paid tribute to the hard work of teachers and support staff in Uphill’s success.

Sam Hodder, Principal of Uphill Village Academy, said:

“We are thrilled with this outcome. It recognises the years of dedication, passion and hard work of our whole staff team.

“We are delighted that the inspection team acknowledged the level of ambition that we have for our children to achieve both academically and as valued members of the wider community. I am so proud of our brilliant children, staff and families.”

Susie Weaver, Education Director at the Cabot Learning Federation, said:

“We are delighted with the findings from our most recent Ofsted inspection and the report reflects what we know about the school – it is a fantastic place to learn and there is such a strong community at Uphill.

“Leaders and the local Academy Council have invested over time in creating  a learning experience for all children that is rich, engaging, purposeful and joy-filled.”

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

“We have known for some time that Uphill has been a special place to go to school. Over recent years the school has continuously strived to become even stronger – the commitment of all staff to the pupils and the community has been exceptional.

“This report is well-deserved and great news for all concerned.”

Picture caption: Principal Sam Hodder and Vice Principal Sasha Allsopp join pupils in celebrating Uphill Village Academy’s ‘Outstanding’ Ofsted.

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