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

24
Feb

Ofsted: Evergreen rated Good with Outstanding features

Evergreen Primary Academy has been rated ‘good’ by education watchdog Ofsted, with inspectors praising its ‘outstanding’ leadership and pupil development.

The inspection report heralded Evergreen as an ‘inclusive and diverse’ school, where leaders ‘go above and beyond’ in support of pupils. Inspectors also commented on Evergreen’s high standards of behaviour, pastoral support and safeguarding, as well as its ‘drive for excellence’.

The assessment represents a seismic leap from Evergreen’s previous judgement of ‘inadequate’ – an improvement which reflects the hard work put in by all staff at the academy.

Ofsted’s report said: “Pupils are at the heart of this inclusive and diverse school. The Evergreen values of ‘be safe, respectful and caring’ are lived out by all members of the school community. Parents are overwhelmingly positive about the education their children receive. One parent commented that ‘Evergreen Primary Academy is a school that provides a healthy environment for children to study’.”

Principal Jan Saunders said: “I am delighted for the school and the community that it has been recognised that the Academy provides a good educational offer which enables our pupils to achieve well and are very well supported in developing as citizens. We look forward to our onwards journey and the exciting future for the community.”

Ofsted’s inspection team offered a glowing endorsement of Evergreen’s provision in a number of areas.

On leadership, inspectors said: “Leaders have high expectations of what all pupils can strive towards. Pupils develop positive attitudes to their learning. Leaders provide pupils with a wide range of opportunities beyond the curriculum. These include being members of the academy council, eco-committee and e-safety champions.

“Leaders provide exceptionally well for pupils’ personal development. They go above and beyond to ensure all pupils build character and self-confidence. Pupils have a personal, social and health education curriculum that enables all to develop into responsible citizens. Staff provide extensive opportunities for pupils to talk about current issues. Pupils feel confident to bring their own experiences into debates and discussions. As a result, they contribute positively to their community and the wider world.”

“Leaders give detailed and careful consideration to pupils’ personal and emotional development. Pastoral support is highly effective. Staff work together to create an environment where all pupils feel respected and valued. Pupils enjoy coming to school.

“Leaders are extremely ambitious for all pupils, including the most disadvantaged and those with special educational needs and/or disabilities (SEND). They lead with a strong determination that all will succeed. Over time, leaders have been highly systematic and effective in their approach to school improvement. As a result, the vast majority of pupils are very well prepared for the next stage of their education.”

On pupils with English as a second language, Ofsted said: “Leaders prioritise reading. Many pupils join the school with little knowledge of the English language. Staff adapt the phonics programme to.

meet pupils’ individual language needs, including visual prompts and signing. Leaders ensure staff have the expertise to support those who find the early stages of reading tricky.”

On pupil behaviour, inspectors said: “Pupils build effective and highly positive relationships with adults. They behave well in lessons. Low-level disruption is rare. Pupils understand what bullying is. They say it can happen but that adults sort it out quickly.

“Pupils understand the high expectations for behaviour. They are respectful towards each other and staff. As a result, the school is a calm and purposeful place to learn. Pupils understand that ‘a little kindness goes a long way’. Where some pupils struggle with their behaviour, staff deal with this calmly and place the needs of the pupil at the fore.

“Pupils learn across a broad range of subjects to develop their knowledge and understanding. Subject leaders know their subjects well. In mathematics, teachers carefully check pupils understanding and use this information to inform their teaching. This enables pupils to make rapid progress from low starting points. In the early years, the focus on talk helps younger children to develop their language skills well. Subjects across the wider curriculum are planned to raise aspiration and reduce social disadvantage.”

On pupils with SEND, Ofsted said: “Leaders know their pupils very well, including those with SEND. Their close working with families ensures pupils’ needs are carefully identified. Staff provide tailored support, including for those pupils with social and emotional needs. This ensures pupils access learning effectively.”

On governance, they said: “Trust leaders and members of the academy council are highly knowledgeable about the school’s work. They provide considered challenge and support to leaders to help maintain and continue the drive for excellence. Morale is high and decisions are always made in the best interests of pupils.”

And on safeguarding Ofsted said: “The arrangements for safeguarding are effective. Leaders, including those with governance roles, keep a meticulous check on safeguarding processes, including those when assessing the suitability of staff to work with pupils. Staff fully understand their responsibilities. A culture of vigilance exists. Staff are well trained. They are confident in reporting concerns, however small, through effective and well-known procedures. Staff record concerns well and know these are taken seriously by leaders.

“Pupils feel safe. They know not to talk to strangers. Pupils are taught about safety throughout the curriculum, including keeping safe online and in the local community.”

CLF Executive Principal Kate Richardson said:

“We are delighted with the outcome of the inspection at Evergreen Primary Academy; this school sits at the heart of our trust and has, over time, benefitted from the support and guidance of many leaders within the Cabot Learning Federation. We are deeply invested in this community and couldn’t be prouder of our children, colleagues and families.”

20
Feb

Volunteers Transform Playground at the Nest

Volunteers from across the Cabot Learning Federation have joined forces to transform a tired, neglected play space at the Snowdon Village Nest site into a safe and fun space that children can use to learn and play.

Colleagues from estates teams, and professional services worked collaboratively to volunteer their skills, and found themselves doing tasks from fixing rotten raised beds, to planting up newly painted tyre planters.

The session is expected to be the first of a series of CLF Volunteer Days which invite people to step away from their day job and support an estates-based project in one of the Trust schools.

 

The group started the day by having a quick health and safety briefing with Leighton Williams, Deputy Estates Manager, before donning supplied personal protective equipment.

Each volunteer was then given a task from the schedule; whatever your skillset, there was something for everyone to do.

Digital Content Editor Matt Greatorex was among the volunteers, and his role included grass cutting and planter preparation.

He said: “Working in professional services, my role is very desk based, and I often hear people say how difficult it is to see what impact some of our roles have on our young people.

“After being involved in the volunteering day, I came away with an overwhelming feeling that the hard work and effort we all put in during the day would really make a difference to the young people at the Nest.”

Leighton, who planned the project, said: “I was really pleased with the work the team completed at the Nest. I wanted to try and improve the area, to make it a more enjoyable space for staff and students to use.

“We are looking for more volunteers to help us with future days, and we are also looking for more small projects from any CLF Academies that we can lend our skills to.”

If you have a project that you think the volunteer team can help with, then please get in touch with Leighton Williams via email to discuss.

Although the day ended with a bit of drizzle, it was a real success, and the transformation of the play space was great to see.

Hope Allen, Centre Lead for the Nest, said “Many of our disadvantaged learners have limited access to outdoor spaces. The work that has been carried out by the volunteer team will ensure our children have a safe and inviting outdoor area. It will provide opportunities and learning that lots of our children are not able to experience outside of school.

“I want to say a huge thank you to everyone for all of their time and efforts and a special thank you to Leighton for organising and always being a fantastic advocate of the Nest.”

The Estates teams will be planning more of these volunteer days at other school sites in the coming months.

Keep an eye out for more CLF Volunteer Day dates in future editions of Heartbeat, along with information about how to get involved.

10
Feb

Bristol Brunel Academy showed Racism the Red Card

Staff and students at Bristol Brunel Academy showed racism the red card at a whole school event. Staff and students were encouraged to wear something red in support of this initiative.

All money raised will be going to the Show Racism the Red Card, a charity founded in January 1996, thanks in part to a donation by then-Newcastle United goalkeeper Shaka Hislop.

Throughout the day there were pop-up sessions at the start of each lesson where students could discuss the issues around racism. Themed PHSE lessons were staged for every year group across the academy.

At breaktimes and lunchtimes students had the chance to visit stalls where they could talk candidly to groups and organisations about racism. There was also a chance to buy cakes and sweets to raise money for the cause. Students could also take part in a raffle to win JD vouchers, with again all proceeds going to the charity.

Ahead of the event, students watched The Pursuit of Happyness at their culture film night. The film stars Will Smith and is based on a true story about single father Chris Gardner; evicted from their apartment, he and his young son find themselves alone with no place to go.

Event organiser Joshua Sterling, Associate Assistant Principal at Bristol Brunel Academy, said: “At Bristol Brunel we stand together. We pride ourselves on the ongoing work we do with the Halo Code, which protects and allows all students and staff with Afro-textured hair to wear it naturally, as well as working towards our Anti-Racist School Award to improve race equality in schools. The day allowed our students to show racism the red card, moving us one step closer to a world free from discrimination.”

 

 

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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