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Centralising Operations | MATs
Category : Blog
We’ve been gathering feedback from the dozens of different MATs we work with on what core measures they’ve been tracking to monitor success. Measuring staffing is clearly vital, as it typically accounts for 70%-80% of a school’s budget, but we find that the measures MATs and schools are currently using vary wildly. Some opt for financial measures that
We’ve been gathering feedback from the dozens of different MATs we work with on what core measures they’ve been tracking to monitor success. Measuring staffing is clearly vital, as it typically accounts for 70%-80% of a school’s budget, but we find that the measures MATs and schools are currently using vary wildly. Some opt for financial measures that focus on efficiency and cost, others look at Net Promoter Scores that focus on satisfaction, all depending on the culture of the MAT or school, which we’ve analysed in previous posts. Below are some that we’ve seen with their benefits and drawbacks:
1) Staff cost per pupil: split by % child facing vs. % non child-facing, % SLT vs % teachers (supply vs. FTE) vs. % back-office
A basic indicator but one that can reveal a lot if benchmarked and analysed correctly. Looking at the splits of % child-facing vs. non-child facing can reveal heavy management layers or inefficient back office process taking resource away from front-line teaching. The split between SLT, teachers (supply & FTE) and back office can help to drill down and identify where schools might be over or underspending.
2) Cost per subject
Used by MATs such as Outwood Grange in their dashboard, this can help schools rationalise subjects to make efficiency gains (such as a vocational subject taken by 6 students year on year). The exact calculations can be tough to produce without the right systems able to combine academic and financial data.
3) % staff receiving performance-related pay increase
A contentious measure, as there is no right or wrong answer, but worth correlating to pupil attainment and progress measures. This can also be further broken down by Key Stage and subject.
4) Net Promoter Score (NPS)/satisfaction + staff comments
Most schools agree staff satisfaction is a key measure of long term health, and even though satisfaction may not always be high it’s worth knowing when it takes a dip so you can intervene to reduce turnover. Some schools and MATs such as Elliot Foundation are starting to use Net Promoter Score to measure this. Arbor uses a tool called Ask.nicely to monitor the health of all our schools, which automatically sends out 100 emails a day to different school stakeholders, allowing us to segment responses by role (email us to find out more). Note that the comments provided as feedback are perhaps more useful than the data in helping management understand school strengths and areas to improve.
Number of complaints by role or school, as well as the verbatim complaint itself combine with Net Promotor Score as a useful indicator. Again the comments in the complaints themselves are often the most useful.
Staff turnover is often 20%-30% in some schools and MATs, far higher than the 15% national average. Retention is a vital measure to at least know, even if it’s not monitored as frequently as satisfaction or NPS. Vacancies by number and type of role is also useful to understand retention and where issues lie, and it can be obtained relatively easily through the census submission, although it’s a lagging indicator (by the time a vacancy arises it’s too late to intervene).
7) CPD cost as % staff pay
Not investing in staff can lead to high turnover, but many schools and MATs are guilty of underinvesting in staff who then stay and don’t progress. Monitoring overall CPD as a % staff pay allows benchmarking between different schools and MATs to see if you’re developing your staff. Clearly just monitoring the cost won’t tell you if the CPD has been effective. This should be assessed in appraisals.
Ultimately the measures you choose depend on the culture your MAT or school wants to foster. Purely financial measures with no balance will focus on efficiency, whilst focusing entirely on staff satisfaction can lead to lax financial management. Having the systems to automatically report on staffing measures is key to reduce excel sheets flying around. Arbor’s MAT and School MIS can centrally report on all staff and student measures, giving SLT the reports and dashboards they need in one click to monitor performance. Get in touch to find out more.
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