From our discussions with 100s of MATs, we’ve learnt some great lessons about how the 4 types of MAT scale their systems and people. I’ve summarised what we’ve learnt below:
This MAT type combines a high degree of MAT alignment with lower school autonomy, and as a result has highly standardised systems and processes. Many of these MATs have built their own custom systems or integrations, such as the Praising Stars system developed by Outwood Grange, or the Assembly data system built by ARK. These systems are typically built and administered by a large central team who are on hand to assist with data analysis and school improvement where needed, taking the burden off schools. School workflows and processes are similar in each school and can be audited by the central team.
This organisation type is usually found in start-up MATs with challenging schools. Typically there isn’t enough of a top-slice to pay for a large central team, and one or more of the SLT in the lead school will typically act in a dual role both in their school and the MAT. There is typically not much standardisation of progress or MIS systems across the MAT, and as a result each school typically submits data manually via Excel in half-termly or termly data drops. This limits the complexity and timeliness of the data, meaning light data at the MAT level that is only reviewed a few times per year. Reliance on the people in the small central team is great, and as I’ve discussed, people start to break at around the 5 school mark.
This organisation type is usually found in start-up or informal MATs. Each school has high autonomy, and there isn’t much MAT alignment around systems or process. The data that does get collected at MAT level is usually light and done via regular Excel data drops. Like the micromanaging MAT, there is only usually a skeleton central team, with a member of school SLT playing dual roles as data lead for both the school and Trust. This is usually acceptable under the current Ofsted framework as long as the schools are high performing, but two things make this position fragile. Firstly, this system can’t scale beyond a handful of schools, as the central team will start to break under the chaos. Secondly, if Ofsted’s health checks prove to be heavy-handed, entrepreneurial MATs may have their work cut out to gather the data in a timely manner.
Usually found in groups of high performing schools, this type of MAT has standardised their ‘non-negotiable’ systems - typically the finance, MIS, progress and HR systems - leaving the rest at the discretion of schools. This allows for a semi or fully-automated data collection similar to the Authoritative MATs, as well as the ability to transparently view what is going on in each school without interfering. The small central team only get involved to help add extra capacity to their schools, such as building reports or analysis, setting up the behaviour policy in the system, or communicating with staff. Schools have autonomy in how they use the system, and the MAT get the core data they need with high levels of accountability.
Whatever your MAT personality, standardising your MIS is a step 50% of the largest 10 MATs are already starting to take as they move away from SIMS or CMIS. Arbor’s MAT MIS can help centralise all your core student and staff data in dashboards for instant benchmarking and reporting, automates school workflows to save staff time, and allows you to take action to improve outcomes. Why not book a quick demo by emailing me at email@example.com or ask one of our MATs why they made the switch?