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Centralising Operations | MAT Conference | MAT Operations | MATs
Category : Blog
At our most recent MAT conference, Paul West, Chief Executive Officer at Spencer Academies Trust, shared his experience of the trust’s recent merger with Trent Academies Group, and how other trusts considering a similar move can make sure they’re doing it right. Check out his presentation below to see how Spencer Academies Trust navigated this
At our most recent MAT conference, Paul West, Chief Executive Officer at Spencer Academies Trust, shared his experience of the trust’s recent merger with Trent Academies Group, and how other trusts considering a similar move can make sure they’re doing it right. Check out his presentation below to see how Spencer Academies Trust navigated this important process:
Fig. 1: Click on the the arrows to flip through Paul’s presentation
At our latest MAT conference in London, Paul James, Chief Executive of River Learning Trust, talked to us about the importance of “working together to achieve excellence in education”. His presentation, which you can view below, explores different approaches to leadership and emphasises the necessity of teamwork. Fig. 1: Click on the the arrows to
At our latest MAT conference in London, Paul James, Chief Executive of River Learning Trust, talked to us about the importance of “working together to achieve excellence in education”. His presentation, which you can view below, explores different approaches to leadership and emphasises the necessity of teamwork.
Fig. 1: Click on the the arrows to flick through Paul’s slides from the day
At our recent MAT conference in London, Will Smith, Chief Executive Officer at Greenshaw Learning Trust, spoke about the importance of defining your Trust and how building strong foundations and principals is key to running a successful organisation. We’ve transcribed the beginning of his presentation below. What do we mean by “Trust”? A couple of
At our recent MAT conference in London, Will Smith, Chief Executive Officer at Greenshaw Learning Trust, spoke about the importance of defining your Trust and how building strong foundations and principals is key to running a successful organisation. We’ve transcribed the beginning of his presentation below.
What do we mean by “Trust”? A couple of years ago, as I walked around schools and spoke to my relatively small central team, I would hear things like “the Trust are coming in; the Trust have asked for this information.” We seemed to exist in some ivory tower headed up by me in some sort of draconian dark suit wielding some sceptre of power that was “the Trust”. We needed to bust that myth.
We moved away from the notion of “the Trust is coming in”. I went round and made it our number 1 performance managing objective to get it clear to local governing bodies and head teachers that “The Trust” is everyone. We challenge people when they refer to the Trust central team as “The Trust”. They are included in that Trust.
This has created an understanding of who we are as an organisation and has allowed me to develop true school-to-school collaboration, because we are all in one Trust and that’s been a massive thing for us. That’s why I focus very much on defining that Trust.
Click on the slides below to learn about Greenshaw Learning Trust’s strategy in more detail:
At our latest MAT Conference in London, Martin Holyoak, Education Product Specialist at PS Financials, spoke about the benefits of standardising systems across your MAT as you scale. Read what he had to say below. Let’s talk about using technology to strengthen your position when centralising. When we read into the whole centralising process, there’s a
At our latest MAT Conference in London, Martin Holyoak, Education Product Specialist at PS Financials, spoke about the benefits of standardising systems across your MAT as you scale. Read what he had to say below.
Let’s talk about using technology to strengthen your position when centralising. When we read into the whole centralising process, there’s a lot to consider. One of the first considerations should be the technology we use. What you should try to do is to use 1 product across all the schools in your Trust. When some schools first join the Trust, they try to take their systems with them. They can use anything up to 15 different systems – just for the basics. It’s actually more cost-effective when you start breaking contracts and just using one system.
Fig. 1: Click on the the arrows to flick through Martin’s slides from the day
Looking at accounting, HR, procurement, communications – whatever it may be; if you have multiple sets of software that don’t work with each other, it’s not helpful. If you just use these spreadsheets and systems, making an error could mean that hundreds of messages could be lost. You’re not going to see the full picture with these spreadsheets – and it’s a lot of work as well! So, if you can have 1 of everything, that will strengthen your Trust’s position and help you with scaling up as new schools join.
Where do you sit?
This brings me to your centralisation journey, wherever you are on it:
1. Autonomy: we work autonomously at first, holding only ourselves accountable and hiring who we want
2. Standardisation: when I look at the information in my Trust, I see differences without seeing lots of processes – standardisation is the next step
3. Centralisation: once everyone is doing step 2, it’s easier to put everything into a central site
But with centralisation, there are quite a lot of issues. I have seen schools in Trusts for years that are still autonomous; they all do their own payrolls, hire who they want, run their own bank accounts. I’ve seen a lot of centralising as well, but you do have 2 separate directions to choose from. Ours is more controlled. By controlled, I mean we have a core team of specialists. Every MAT central team should have a core that covers finance, Hr, IT – to name just a few. They work together, not across business units, but across all schools. This way, you are getting efficiency and uniformity, which will help you to scale up when new schools join the Trust.
What are the positives of going central?
It’s very, very efficient. Let’s look at an individual business unit like the finance function, for example. When running a 10-school trust, that’s 10 banknotes, 10 payment runs – it all takes time. Or we could just have 1 of everything. That seems a lot easier, doesn’t it? Improving financial reporting also really needs core specialists. We get what we can out of the system and all the schools in the Trust get included.
And that’s just in finance. Let’s look at HR: people are always the most expensive part of your budget and that will never change. It’s also the place with the least visibility in all the schools I’ve been to. We’ve introduced our core specialists to HR to control and harmonise processes across our schools. We can onboard people quickly and capture their data.
If we’re going to scale up, it comes down to 3 things and the main thing is people. Getting the right technology is also really important, but it’s about process as well. You can have the most sophisticated software in the land – but if you use it incorrectly, what’s the point?
How does GAG Pooling fit in?
I will bring up GAG pooling, although I have no opinion on the matter. With many Trusts, even centralised Trusts, their schools manage their own premises, IT, administration and much more. The Trust then covers a small margin that handles things like legal, overheads and whatever else. The idea of GAG pooling is that the opposite would happen – the Trust would manage the majority of these school operations. All the ethical stuff, contracts and the like would be taken care of by a core team of specialists. This leaves the school to come back to their main focus: education. That’s something you can do with the right technology.
Is it right for your audience?
One of the concerns you have with centralising is your audience. We all crave reports. I know you’ve got governor reports, trustees, SLT and everything else. There’s lots of reports to produce. With the right technology in the hands of the right people, you can turn great looking things into something tangible. Fantastic work, but is it right for your audience? Again, the right people in the right positions in the central team working together can produce information that is going to make a difference moving forward.
MAT Conference | MAT Operations | MATs | School Improvement | School Operations
Today I will share with you the principles that keep REAch2 together. We call them our touchstones. These are the things that are common and that are important for us as an organisation. We call them touchstones because a touchstone 500 years ago was a measure of quality. It’s a standard by which we are judged.
Today I will share with you the principles that keep REAch2 together. We call them our touchstones. These are the things that are common and that are important for us as an organisation. We call them touchstones because a touchstone 500 years ago was a measure of quality. It’s a standard by which we are judged. Hence, their importance can be felt across our organisation.
They’re also a barometer of how we’re doing. As a director of HR, I can assure you: when we have challenging conversations, this is what we come back to. As I’ve said before, REAch2 isn’t a Starbucks where every coffee shop is the same. We’re the equivalent of a bespoke coffee shop, where quality is absolutely paramount. No teacher is the same; no two schools are the same, but we share these guiding principles.
So what does this mean in practice?
Let me give you some good examples:
We make time to meet. If you take everything else away, apart from aligning with your culture and your purpose, this is paramount. It’s the easiest thing to disappear out of your calendars. We enjoy working together. We are vibrant when we work together.
We don’t have head office, so we’re all in lots of different locations. We’ve gotten really good at Zoom or Skype calls and work hard at making it feel like we’re all in one room. Making time together is really important. That’s the senior leadership team, head teachers and teachers.
You’ll see on the website that we talk about the REAch2 family. That may sound corny to some, but we mean it. Being a family means that we actually hold each other to account. We have a chart that reminds us of who’s responsible for what: how central team is going to work with schools, what support they’re going to get. We challenge each other when things aren’t going so well.
One of the things we remind our headteachers and SLT about is “raise extra purpose”. We have to ensure that everyone understands why we do what we do. If you go onto our website, then you’ll see our 5 year strategy document, which outlines that REAch2 stands for ‘reaching educational attainment’. Under that, we’ve got 3 headings:
Image 1: REAch2 uses touchstones to stay focused on their guiding principles when on-boarding new schools to the MAT
Another key element: people. When I first joined REAch 2, I was clearly the executive. My focus would be leadership, leadership, leadership coupled with location, location, location. You can imagine that, having 60 schools, we’re not looking for the same head teacher for every single one. Our smallest school in East Anglia has 75 pupils, while our largest in London has over 1000. We’ve appointed every single one of our head teachers apart from 3. It’s not a ruthless statistic: it’s the results of painstaking clarity in what we’re about and what works.
When you think about it, it’s not difficult. Know what you’re looking for when you interview. Our first questions are about the ‘REAch2 fit’, not about experience. Our on-boarding plan for every single person on the central team is 6 months. It’s very specific, it’s very clear and the line manager takes ownership of it. We have an induction event, which is not just for head teachers, but for any of their SLT whom they wish to bring along. We have 3 regional teaching conferences a year, and we have one larger headteacher conference where everybody comes together.
It’s important to get people together to reinforce messages. When it comes to leadership and culture:
Practice is important. If our touchstones are non-negotiable and we’re clear about our mission, then actually it takes practice. Communicating something via a poster or on a website and doing it once won’t accomplish anything. It’s about reinforcing it on a daily basis. Over the last 6 months we’ve been looking at our own growth to make sure we maintain our purpose and principles when we add more schools. We’re not standing still.
One of the reasons why REAch2 is really keen to be at Arbor’s conference today is because our sector is still relatively new. This is a good reason to support each other. Don’t forget that whilst we’re all working on our own individual culture, people outside our sector will be looking at us. They will say: ‘what’s it like working there?’ So, your culture (our culture) is important. It will define us as a good place to work: a sector for a career and a sector which means business.
MAT Conference | MAT Operations | MATs
Today I’m going to talk about how to scale culture across your MAT whilst giving schools individual identity. I’m Sue Northend, Head of HR at REAch2, and I wanted to start by telling you a little bit about the trust and the journey we’ve been on so far. REAch2 is the largest primary academy trust
Today I’m going to talk about how to scale culture across your MAT whilst giving schools individual identity. I’m Sue Northend, Head of HR at REAch2, and I wanted to start by telling you a little bit about the trust and the journey we’ve been on so far.
REAch2 is the largest primary academy trust in England, and we have 60 schools scattered across 200 miles of geography. Our schools tend to fall into one of two specific categories; they’re either rural and coastal, which has its own set of challenges, or they’re in central towns and cities. Part of REAch2’s DNA is taking on schools that are in particular situations where there is a lot of social deprivation.
82% of our academies were sponsored when they came to us with severe issues of performance. We’ve got 20,000 children and 4,000 staff, and of the 60 schools we’ve got today, 17% of them were in special measures when they came to the trust. I’m really delighted to be able to say that 6 years later, 82% of our schools are now rated “Good” or above. There’s no doubt that it’s a journey, and part of the culture that we embed in our schools is to make sure that they know that we’re not looking for results over a 12-month period, because we want those results to be sustainable.
My background is in finance, so coming into education was a learning curve for me! Despite this, I think I bought some fresh thinking to REAch2 when I arrived. Really, any organization in the commercial sector that is growing in the way REAch2 has done (which is about 50% in three years!) would think it was utter madness. But what we’ve learnt along the way is that we don’t get it right all the time, and I think we as a central team have had to accept that it is a learning journey. What I want to share with you today is a bit about where we are, what our culture looks like, and how we reinforce it.
First of all, let’s take a look at what it takes to create and organise a culture.
One of our first steps when taking on a new school is to do what we call “facilitating a path”. When a MAT is small, alignment is easy – after a few conversations by the water cooler, a decision is made, steps are agreed, and we’re on the same page. As the MAT grows, that gets more difficult. It becomes all the more important to be clear and consistent, and to communicate what it is we do & what we’re about on a daily basis. So when a school joins the trust, we clear the path for the REAch2 culture, and some of this is really practical, as you might expect. We look at things like structure, accountability, and whether the school has the right talent (although we don’t sack the headteacher!). We have conversations with all the teachers about what REAch2 is about, and our CEO, Deputy CEO, COO & Leadership team make time to go out and spend time in the school so that the teachers can ask us questions and can see that we really care about the path that we’re clearing.
There are a lot of CEOs, COOs and CFOs here today, and make no mistake – culture is your responsibility. It has to start at the top. When we clear the path, we focus on supporting the school leadership by balancing what’s core and consistent across all our schools, with what’s individual to that specific school. I think that’s one of the attractions of REAch2 to all the primary schools that join us – we don’t insist that all schools have the same vision. We don’t impose a curriculum or a uniform – headteachers are headteachers because they enjoy the leadership, the ownership and the success that they bring to their own schools. We understand that.
So we’re very careful about what is core and what’s not. We’re not the Starbucks of the education world, and not every latte, frappuccino or mocha is the same. We see the trust and central team as being the enabler and the empowerer, facilitating and supporting change or improvement.
In order that we can understand what needs to change, we hold inductions. And during that induction, we introduce our Headteachers to “Oh, the places you will go”, by Dr Seuss (one of my favourite philosophers!). It’s a simple book, but it’s got some fantastic philosophy in there. When you first join the trust, it feels like this line in the book:
“You’ll be on your way up. You’ll be seeing great sights. You’ll join the high flyers who soar at great heights.”
However, we’re really clear about this to the Headteachers in our senior leadership team – for all of us there will be times when, as Dr Seuss says:
“When you’re alone, there’s a good chance you’ll meet some things that scare you right out of your pants. There are some down the road between hither and yon, that will scare you so much you won’t want to go on.”
Image 1: REAch2 use The Places You’ll Go by Dr Seuss to onboard new schools joining the MAT
For me, part of the culture of REAch2 is making sure that all of our schools know that we are there when things are going well and when the chips are down. And, let’s be realistic – that can be a daily occurrence.
Before I talk more specifically about REAch2’s culture, I’m going to talk a little bit about what the word culture actually means. We tend to our schools in the same way that a farmer might tend to a field, or a parent might tend to a child. We’re there through the good weather and the bad weather, thick and thin, and no matter what the time is; I’ve been supporting teachers with cases over the weekend and during the evening. It’s important that they know we are there. Every school is individual – not only because of the location – but because no two pupils are the same. So why would our schools be the same? The DNA may be alike, but they’re more like siblings, not clones. Most importantly, the culture spans across all aspects of the organisation, from our trustees to our governors, our headteachers to our pupils, and we share our vision with parents. We tend to our staff through CPD, and coaching is available to all leaders, without restriction. For pupils, our Eleven Before Eleven programme means that children from disadvantaged backgrounds get to cook a meal together, sleep out under the stars, or travel on the train – things they’ve never had the chance to do before.
These are the kind of things that excite us. These are the kind of things that mean the curriculum is not core – it’s differentiated for school to school. So before I talk specifically about REAch2, I’m going to ask you a really easy question. Grab a pen and paper off the table, and I want you to score yourself in answer to these two questions (top marks is 10, and 1 is really low):
You should have found those questions easy to answer. Now I’m going to move onto a harder question.
My guess is probably not (unless you’ve just done a session on this exact topic). But this is the work that you need to do, because those words will affect the way you’re behaving. No matter if your senior leadership team is 3 of you, 10 or 15 of you – if your behaviour is reinforcing different cultures, different words and a different purpose, you can imagine how your sphere of influence will dissipate as the organisation grows.
MAT Operations | MATs
We recently talked about the importance of an aligned staff development framework in your school or Trust, and our first point was to make sure your objectives are SMART – Specific, Measurable, Attainable, Relevant, and Timely. SMART objectives are a common project management tool, and can be set for an individual staff member, for a
We recently talked about the importance of an aligned staff development framework in your school or Trust, and our first point was to make sure your objectives are SMART – Specific, Measurable, Attainable, Relevant, and Timely. SMART objectives are a common project management tool, and can be set for an individual staff member, for a department, a school, or even as a vision for an entire Trust. So, what are the benefits of SMART objectives for staff management, and how do you make sure you’re getting them?
(You can also click here to read & download a handy PDF checklist for SMART objectives)
Specificity is important because it means your staff will always have a clear sense of direction. Wanting to improve attendance may be your overarching goal, but your staff will be listless and their attempts to do so may rub up against one another if they each have that as their own personal objective. A more specific school objective would be “improve on last year’s attendance across the board in every year group”. Then, your Heads of Year would have even more specific attendance objectives such as “meet with the parents of every persistent absentee in Year 5, to create personal attendance strategies“.
In this way, your staff all know how they’re contributing to your targets. This will give their daily tasks a sense of genuine purpose, and help them prioritise their time. To check if your staff objectives are specific enough, ask yourself; is this objective focused on this one person’s role in the school? Am I confident this objective won’t be misconstrued?
Measurability is important to consider for practical reasons. You need to know if your efforts are effective so that you can build on them next term or next year, and you can’t know that unless you’re somehow measuring them. When you set a staff member’s objective, consider how it will be reviewed in three months time. Try not to set objectives that will require a significant admin burden to measure – it’s best to use metrics which are already recorded by the tools at your disposal. For instance, the Head of Year target above, to meet with the parents of every persistent absentee in Year 5, would be very difficult if you didn’t already have a way of reporting on persistent absentees by year group and easily making their meeting records.
Remember that ‘measurable’ doesn’t necessarily mean ‘measured by hard data’. A classroom teacher, for instance, might have a target of achieving positive feedback in every lesson observation that year. If you decide how you’re going to measure your targets up front, you remove any disputes and headaches from the performance review process, and ensure that staff members always know how well they’re doing.
It’s important to make sure your objectives are challenging, yet realistic. Give your staff members something aim for, but make sure the target is within range. Getting to a 97% attendance average this term is a very specific and measurable goal for your school, but could end up being pretty demoralising if your current attendance is 85%. If a goal is overwhelmingly optimistic, it’s harder to work out where to start, and stressful to invest energy into any one approach.
Individual staff abilities should also be considered – do they have enough training in their role to complete this objective? Will they need any help? Do they feel confident that they can succeed, and if not then how can you as a manager instill that confidence in them?
Making sure your objectives are relevant has obvious surface level benefits – there’s no point telling your staff to do something that has nothing to do with the school or its students. Relevance has a more refined meaning though; individual staff objectives should be relevant to their team’s current objective, which should be relevant to the school’s current overarching objectives, and so on. At the top level, creating a very clear improvement plan will help all of your school or Trust’s line managers to set relevant individual goals for their staff.
If staff goals are all very relevant, the right person will always be completing the right task. Relevant objectives also help staff improve their skills in their chosen career. To test whether an objective is relevant enough, ask yourself if it’s contributing both to the goals of the school and the purpose of that individual’s job role.
Every objective should be time bound, both to make sure there’s a defined end or review date, and to make sure your staff member is performing tasks at a relevant time in relation to their context. In a school or Trust context, this generally means binding objectives to the academic year. You should be able to decide whether an objective is a short term goal which should be finished by the end of term, such as to support students in achieving their mock exam target marks, or whether an objective is a longer term project that could take all academic year with termly check ins, such as to improve homework submission rates across a department.
The benefit of this is that your staff member will have the time they need to achieve their objective and will be achieving them in time to contribute to your broader goals for the school. To check if an objective is timely, ask yourself; is this the right time of year to attempt this objective? Have I provided enough time to succeed? Will it be complete in time to fit in with our overall improvement plan?
However you track your staff performance, whether through Arbor MIS or any other system, SMART is a useful framework to keep in mind. The best performance objectives will instill a sense of purpose, make task prioritisation easy, and give your staff a clear direction for the year ahead. Download a PDF checklist of this advice here, or read more advice on improving school and Trust operations here.
MAT Conference | MAT Operations
We’re excited to announce that on 2nd May 2019, Arbor & PS Financials are bringing together MAT CEOs and senior leaders from across the country for the third installment of our MAT conference series! The conference will build on the success of our MAT conferences in London and Manchester last year, attended by over 200
We’re excited to announce that on 2nd May 2019, Arbor & PS Financials are bringing together MAT CEOs and senior leaders from across the country for the third installment of our MAT conference series! The conference will build on the success of our MAT conferences in London and Manchester last year, attended by over 200 Executive Leaders representing 150 MATs nationally.
Image 1: Kings Place, Kings Cross, where this year’s conference will take place
Entitled Scaling sustainably: How, when and if to centralise, the conference will cover various different strategies for achieving sustainable growth. Delegates will hear from established MAT CEOs & Senior Leaders about how they’ve scaled their strategy, operations, central team process, systems, reporting, governance & culture. You can read about some of of our speakers below:
Cathie Paine, Deputy CEO, REAch2:
Appointed in 1998 to her first headship in a large and socially deprived school in “special measures”, Cathie was at the time the youngest headteacher in England and led the school to become “Good” in just four terms. Cathie’s headship career went on to span 15 years across three key stages and schools in a variety of challenging circumstances across the 3-11 age range. As Deputy CEO of REAch2, the largest primary MAT in the country, her vision is the belief that school leadership at its heart is about transforming lives. Cathie will share her advice on how to scale culture across a MAT whilst giving schools individual identity.
Will Smith, CEO, Greenshaw Learning Trust:
Will is judged by Ofsted to be an outstanding and inspirational school leader. He has worked as a senior school leader for over 15 years and was a national leader in education as leader of the PiXL network, supporting half of the secondary schools in England and Wales. Will was headteacher at Greenshaw High School for five years where he oversaw improvement in outcomes at GCSE and A level. His talk will draw on his experience of scaling from 1-13 schools in 3 years, and will include practical and implementable tips for MATS at a similar stage of growth.
Claire-Marie Cuthbert, CEO, The Evolve Trust:
Claire-Maire has over 15 years of leadership experience in some of the country’s most challenging schools including both primary and secondary contexts. Awarded Advanced Skills Teacher status in 2002, from there Claire-Marie became a trouble shooter for failing schools and departments across the region and also advised the DfE and QCDA on innovative curriculum models and personalised pathways for students. She has been recognised nationally by TES Teaching Awards for her outstanding contribution to challenging urban education, and has recently been awarded the prestigious EMWA award for outstanding contribution to public life and exceptional leadership. During her presentation, Claire-Marie will talk about how to improve collaboration within your MAT and across school phases.
Paul West, CEO, Spencer Academies Trust:
Paul West is a teacher, school leader and National Leader of Education with twenty-five years of experience in schools, and a ten-year record of outstanding leadership in first tier education trusts and corporates. Paul has worked across maintained and independent schools and has led at both primary and secondary level, and his leadership has been judged as outstanding in successive Ofsted inspections. He has practical experience of developing rapid school improvement strategy, opening start-up Academies, establishing Free Schools, Additional Provision Schools, and managing significant change, and will draw on this experience to talk about what to do right and what to avoid when merging MATs.
Paul James, CEO, River Learning Trust:
Paul James is a qualified teacher with over 20 years of experience in schools, including in senior leadership roles in a range of secondary education settings, and as a primary school governor and IEB member. Until recently he was a Headteacher of a comprehensive school of over 1800 students, which is a National Teaching School. He is currently a National Leader of Education alongside being Chief Executive of the River Learning Trust. Paul will discuss how to define non-negotiables across your trust whilst building in agency for your headteachers.
In addition to the speakers and talks listed above, there will also be an open, round-table discussion between MAT COOs about how they’re scaling different sized MATs, including any challenges they’ve come up against in the process and anything that’s worked particularly well. You’ll leave with lots of ideas and tips to take back to your MAT to help you as you scale.
Similarly to our previous conferences, we’ve scheduled various breaks throughout the day, during which we encourage delegates to network, exchange stories about scaling, and share good practice with one another. There will also be breakfast pastries on arrival, free lunch served, and tea & coffee throughout the day. Hope to see you there!
Click here to sign up for your free ticket to Arbor’s MAT Conference: https://scaling-your-MAT-sustainably-2019.eventbrite.com
To get an idea of the sorts of topics we’ll be covering on the day, why not have a look back at the presentations from previous MAT conferences that we posted on our blog? Click here to read them
Arbor MIS | MAT Operations | School Operations
More and more schools and MATs are choosing to move MIS, with 1,000+ schools and MATs predicted to switch this year, and we’ve definitely noticed interest in our own products and services increasing. We now work with over 600 schools spread across hundreds of MATs and Local Authorities, driven by a desire to transform the
More and more schools and MATs are choosing to move MIS, with 1,000+ schools and MATs predicted to switch this year, and we’ve definitely noticed interest in our own products and services increasing. We now work with over 600 schools spread across hundreds of MATs and Local Authorities, driven by a desire to transform the way they work, save teachers time, and improve outcomes. However, while it seems ever clearer why you might want to move to simpler, smarter, cloud based systems, we still often hear from schools wondering exactly how they buy something as complex as a Management Information System.
This is always the first step! Email firstname.lastname@example.org or call us on 0208 050 1028 and we’ll connect you with your local Arbor Partnership Manager. Your Partnership Manager will come and visit you to learn more about your requirements and give you a demo of our MIS. They’ll also answer any of your questions while you decide when you’ll switch, including a written proposal so you can feel confident in your decision and share it among other stakeholders.
When you’ve had time to evaluate your options and decide which package suits you best, they’ll send your contract and introduce you to your dedicated Customer Success Manager, who will personally walk you through your kick-off plan and data migration. This is definitely the simplest way to get started on Arbor MIS, and is perfect for customers from individual schools to smaller and medium sized trusts.
You can also buy Arbor through several trusted frameworks, giving you the peace of mind that due diligence checks have already been made on our product and company. Arbor is a member of the government’s G-Cloud 10 framework for approved cloud suppliers, and the ThinkIT framework.
To use a public framework, check their website carefully as the rules for each are different. Generally you’ll be able to send us your requirements and have a demo, before signing using the framework’s contract template.
For example, for G-Cloud 10, a standard process would be:
Both of these frameworks are suitable for customers of all sizes, and allow you to buy direct without running your own process, though they do provide you with a little less flexibility than coming to us directly (see above), or going to tender (see below).
If you’re a medium/large MAT or a larger school with more complex needs, you might want to take the time to write a tender outlining your requirements. We can still give you a demo whilst you work out your requirements, and once you go to tender we’ll respond to all your questions and outline the contract we think will be right for your school or Trust.
When writing your requirements, it can help to think about what you need your system to do, rather than just listing specific technical features you like the look of, as different MIS providers may have different solutions to the same problem. So long as you follow this rule of thumb, functions over features, tendering doesn’t have to be intimidating – you know what your school or Trust needs, and it’s up to suppliers to prove how they can provide that for you. You can find lots of great procurement advice online from the Crown Commercial Service, including a list of MIS functions you might want to ask about in your tender. Click here to see their list of suggested areas to consider.
If you think your MIS lifetime contract value will go over £181,302 you’ll need to run a formal public tender, which comes with its own set of rules and guidelines – tender expert John Leonard has written a blog that thoroughly outlines this process. Otherwise, just make sure your questions are clear, that you’ve outlined how you’ll be scoring products and pricing, and that you’ve given a reasonable amount of time for suppliers to respond to you. Don’t forget to give yourself enough time to properly evaluate the systems, as well – it’s better to tender sooner rather than later.
All this is especially important to consider at this point in the financial year, as some of your contracts may be coming up for extension. The DfE has confirmed in recent advice that moving to a cloud based product should be considered enough of a contract change to run a new procurement exercise, even if the new product is with the same provider. If you’d like to see what else is out there and look into Arbor MIS or Group MIS for your school or Trust, you can fill out our contact form, email email@example.com, or call us on 0208 050 1028 to get in touch!
MAT Operations | MATs | School Operations
Why run a systems audit in the first place? Over the years, many schools accumulate a variety of IT systems or software. These systems were initially installed to help make things run more smoothly across the school but, over time, they’ve inevitably become outdated and no longer fit with the day-to-day running of the school.
Over the years, many schools accumulate a variety of IT systems or software. These systems were initially installed to help make things run more smoothly across the school but, over time, they’ve inevitably become outdated and no longer fit with the day-to-day running of the school. In many cases, school leaders can forget to question whether a piece of software is continuing to help improve the school, or whether it’s there simply because it worked in the past.
When a school or trust tells us about all the third party products they use, we always like to ask why they chose that particular system:
For example, a school may have been using a behaviour tracking software outside of their MIS for many years and are happy with how it charts points over time, but they don’t use any of the other features that the software offers. In cases like this, and with many other systems that are an added cost, it’s worth questioning if there are alternative ways of working within one system to consolidate both time and funds.
We encourage schools to create a side-by-side price comparison of the cost of each third party product to prompt an internal conversation about the practicalities and usefulness of each system, and whether it can be replaced by a new system altogether. This practice promotes the importance of an audit in deciding if there are added benefits to keeping a specific system, or if it’s time to part ways.
Image 1: How we encourage schools to approach an IT systems audit
This is how we would recommend running an IT systems audit:
1. Ask members of staff from all areas of the school when running your audit – don’t assume that one person will know everything that everyone is using!
2. Start by listing out all the systems people use for the core functions in your school, like attendance, assessment, behaviour and communications, and how much you pay for them annually
3. Move on to listing the rest of your systems and costs – if you don’t have to pay for something annually and you already have it, you can mark the cost as £0
4. Make sure to list separate software products from the same company as being separate – one might be more useful than the other
5. Then go back down your list and note each software’s functionality – not just what you’re currently using it for, but what it could do if you used every module and feature in it
6. You’ll probably have come across several overlaps by now. This is the tricky part: for everything that overlaps, consider which really has the greater value, and which you can think about cutting down
This value judgement can’t entirely be based on price, although that is important – you also have to question why you had several systems in the first place. Is one of them more user friendly? Is it quick to train new staff on? Does it save your teachers a lot of time? Will you really get the best deal just by picking between these two programs, or if you’re switching anyway should you choose an entirely new system altogether?
It’s quite possible that with a change in mindset, cutting down your third party systems may open more doors than it closes, and create opportunities to improve how you work.
We understand that this takes time, but we’ve also seen first hand how many schools love the fact that Arbor can bring all of their data and systems into one central system, meaning that the number of logins (and passwords!) for staff can be cut down. This results in increased productivity as it ultimately saves staff hours of time manually transferring data between systems – because everything you need is all in one place!
If you’re not yet an Arbor MIS customer, you can request a free demo and a chat with your local Partnership Manager anytime through the contact form on our website, or by emailing firstname.lastname@example.org or calling 0208 050 1028.
Arbor MIS | Assessments | MAT Operations | School Operations
As I’m sure you’ve heard, School Pupil Tracker Online (SPTO) will be closing down at the end of this year. If you currently use SPTO, you’ll be looking for something to replace it with the same (if not better!) level of functionality and analysis, so this is a great opportunity to look at how you’re
As I’m sure you’ve heard, School Pupil Tracker Online (SPTO) will be closing down at the end of this year. If you currently use SPTO, you’ll be looking for something to replace it with the same (if not better!) level of functionality and analysis, so this is a great opportunity to look at how you’re using your current MIS system as a whole. To help you, we’ve written this a short blog explaining how schools & MATs use the integrated assessments module of Arbor’s simple, smart, cloud-based MIS to track, analyse and report on pupil progress.
Let’s start with the basics. Like SPTO, Arbor’s assessments module covers the following:
1. Formative Tracking: In Arbor, teachers can enter marks against curriculum statements and view formative analysis. This helps inform lesson planning and differentiate learning based on students’ understanding of the curriculum. You can either use preset or imported curriculum frameworks, or create your own custom curriculum framework in the system:
Image 1: A teacher marking a formative reading assessment
2. Summative Tracking: You can also access marksheets, enter marks for summative & ad hoc assessments, and view and export analysis for summative, ad hoc and 3rd party standardised assessments (such as PiRA and PUMA tests from RS Assessments by Hodder Education)
Image 2: Grade distribution dashboard analysing a summative assessment
Arbor also has some more in-depth, out-of-the-box analysis tools to help you dig deeper into your assessment data:
3a. Attainment over Time allows you to see how many students are achieving each grade during different assessment periods. The date chosen provides a breakdown of the available grades at that given point in time:
Image 3: Measuring Attainment Over Time
You can also choose to group students by demographic, in order to compare grades. For example, you can compare girls to boys and identify that girls currently require more support in this subject:
Image 4: Comparing students by demographic
3b. Below, At or Above: The Below, At or Above page allows schools to see the percentage of children who are below/at/above their targets for each assessment period:
Image 5: Tracking pupil progress using Below, At or Above, and clicking on a record to retrieve a slideover of students
3c. Analysis at MAT level: Some assessments, like PiRA & PUMA, even push up to Arbor’s Group MIS for dashboard analysis across schools:
Image 6: A screenshot of aggregated data in Arbor’s Group MIS
Image 7: A plain-text callout explaining your data
4. Most importantly though, the biggest benefit of using assessments in Arbor MIS is that it’s a fully-integrated module that syncs up with all the other data in your MIS system. This means:
Interested in finding out more about how Arbor’s simple, smart, cloud-based MIS could transform the way your school works? Get in touch with us via the contact form on our website or give us a call on 0208 050 1028
It may seem like a challenging task, but aligning your multi-academy trust’s staff development processes and policies should be high on your agenda – especially with the DfE’s new teacher retention strategy shining a light on how schools and trusts support their staff. We’re all aware of how effective performance management and staff development can
It may seem like a challenging task, but aligning your multi-academy trust’s staff development processes and policies should be high on your agenda – especially with the DfE’s new teacher retention strategy shining a light on how schools and trusts support their staff. We’re all aware of how effective performance management and staff development can be in not only recognising but encouraging high performance among staff, but also in improving quality of education in the schools across your MAT.
So why does having an aligned policy with set processes in place across your trust matter? You’ll probably be asked why you want to change things which are already working for your individual schools’ current performance/development plans. However, having alignment and a centralised policy is important for a number of reasons:
A trust that puts staff development at the heart of what it does should see improvements in teaching and learning as well. In order to do this, you’ll need a reliable system to carry out staff development activities and appraisals, which can help to easily highlight development needs and track performance & growth across staff (and see the impact this is having on student outcomes).
So, what are the first steps to aligning your trusts processes?
1) Make sure all staff have SMART (specific, measurable, attainable, relevant & timely) objectives that are clear and are explicit in what needs to be done to achieve them. Understanding across the trust how objectives should be created, and ensuring that they are SMART, means each staff member’s individual targets will be consistent with the trust’s wider improvement plans or overall trust/school objectives.
Fig. 1 – Setting a staff member’s development objectives in Arbor MIS
2) Set up a regular cycle across the trust that completes the appraisal policy. You should make sure that it is clear:
This helps to set the basic foundations of a good appraisal policy and ensures that all staff across the trust always know what they are going to be measured on, and how long they have to achieve their goals.
Fig. 2 – A staff member’s Appraisal page in Arbor MIS
3) Finally, it’s important when aligning your trust’s development processes that you share best practice throughout each school. If staff at one school seem happier with their professional development, find out why and see if you can use that expertise to help you improve the process across all your schools. Running an effective development structure should be an iterative process, and it’s a great chance to learn what works best for your trust and your schools.
If you’d like to find out more about how Arbor’s simple, smart cloud-based MIS could transform the way you run your MAT, get in touch via the contact form on our website, email us at tellmemore@arbor-education or give us a call on 0208 050 1028.
MAT Operations | School Operations | Teacher Workload
With the new Teacher Recruitment and Retention Strategy now published, we’ve boiled down its many new ideas and policies into 3 of the core goals the DfE want to accomplish. Improve early career support Attracting people to the profession in the first place is a big part of increasing teacher numbers, and to this end
With the new Teacher Recruitment and Retention Strategy now published, we’ve boiled down its many new ideas and policies into 3 of the core goals the DfE want to accomplish.
Attracting people to the profession in the first place is a big part of increasing teacher numbers, and to this end a ‘one stop system’ for teacher training is being piloted to make the process simpler. For increased recruitment to benefit student outcomes on a long term basis, these new teachers also need better career support to make sure they have time to develop, instead of becoming overwhelmed and dropping out of the sector.
The ‘Early Career Framework’, a two year training package for new teachers, will support this aim, as will additional bursaries and financial incentives for performance. The Early Career Framework has £130 million already earmarked for its funding, in addition to £42 million from the Teacher Development Premium. The biggest change schools should initially experience is that new teachers in this framework will have a reduced teaching timetable. The idea is that their extra time will be spent in their ECF teacher training, meaning their career has a more gradual buildup of workload in line with the buildup of their expertise.
This aim could fundamentally change how a lot of teachers progress in their career and how a lot of schools think about staffing. A ‘job-share’ service is set to be launched to both help schools share staff with specific skills between them, and to help people remain in their professions while working part-time. To make sure this new level of flexibility doesn’t just move workloads from teachers to school administrators, free timetabling tools will be released by the DfE to help schools manage the new process.
It’s likely that this will benefit a lot of smaller schools who no longer have the budget for a dedicated staff member in every area, as well as MATs who are already starting to centralise job roles so specialist staff can work across several schools. Specialist NQTs will encourage teachers to focus in on their areas of interest and provide new avenues of career progression beyond the traditional steps up into school management.
Flexible working should also benefit the teachers themselves. The concept includes not only part time schedules, but also ideas like working from home when not needed in the school, that a lot of employees now expect in other sectors. Using cloud-based software could become key to offering these options, as it allows your staff to work securely from anywhere.
This is an issue very near and dear to our hearts, as saving teachers time has been a core tenet of Arbor’s social mission since the beginning. As our culture has become more data-driven, the time teachers spend on non-teaching tasks has increased. We’ve known this since 2010 – the results of the DfE’s last teacher workload survey are below.
Source: Teacher Workload Diary Survey 2010 (DfE)
That’s why Arbor focuses a lot of our product development on simplifying and automating administrative tasks for teachers, so they have more time to spend interacting with students to improve their outcomes. A key concept in the reduction of teacher workload includes making sure they have only one point of data entry (i.e. if you have more than one application doing essentially the same job twice, or you don’t have any integration between your MIS and your other providers, you may need to rethink your systems).
The strategy will apparently involve “working with Ofsted to ensure staff workload is considered as part of a school’s inspection judgement”, so this aim will be key for schools to consider alongside the new Ofsted framework, to make sure their improvement plan doesn’t rely on unrealistic expectations for teachers.
There are plenty of other specific plans and policies, from simplifying school accountability to developing housing near schools, that you can read about in the full strategy here. Overall, the strategy aims to make the day to day lives of teachers, as well as their overarching career progression, more manageable and more fulfilling – so talented teachers stay in the profession longer and perform better while they’re there.
You can find out more about how Arbor MIS saves teachers time to help them improve student outcomes by getting in touch here.
At our Manchester MAT conference on 5th December 2018, Frank Norris, Director of the Trust at Co-Op Academies Trust, spoke about the highs and the lows of trust’s journey so far, focusing on how they’ve created a shared culture and endeavoured to make sure schools are fully onboard with that culture. He began by drawing
At our Manchester MAT conference on 5th December 2018, Frank Norris, Director of the Trust at Co-Op Academies Trust, spoke about the highs and the lows of trust’s journey so far, focusing on how they’ve created a shared culture and endeavoured to make sure schools are fully onboard with that culture. He began by drawing a series of thought-provoking comparisons between the structures of the big banks that went down in the 2008 financial crisis, and the structures of multi-academy trusts today. We’ve transcribed the first half of his presentation below.
Image 1: Frank Norris addresses the delegates at our 2018 Manchester MAT Conference
The Co-Op Academies Trust have a row of desks on the eighth floor of this building. There are no private offices. The CEO of the company was here this morning at the coffee shop, queuing up with everyone else. We had a chat, and he wanted to know what I was doing this morning, so I told him I was going down to speak at Arbor’s MAT conference. It’s a very open environment.
As a trust, we have become immersed in the Co-Op, and what I want to do today is tell you a little bit about the journey that we’ve been on in order to get where we are now. I won’t pretend there haven’t been pitfalls – it’s not been easy, and there have been some really bad things that have happened within Co-Op that have had an impact on us – but there have been some great moments, too. This idea of a journey is something I want to focus on.
We are the largest business-sponsored academy trust in the country, and we have 18 schools at the moment. The Co-Op have invested £3.6 million into our trust at a time when they’ve taken £100 million pounds out of the business, so they’ve made a big commitment. The CEO of Co-Op, Steve Murrells, was on BBC Radio 5 yesterday morning, explaining why they made the decision to sponsor us (you can listen here). We’re hoping that this will be a model that other ethically-minded businesses (of which there are some!) may want to follow.
James has invited me today to share a little bit about our culture here at the Co-Op, but I want to start by talking about the financial crisis of 2008. When the crisis came about, I was fascinated in finding out why banks like Northern Rock, Lehman Brothers, RBS, Britannia Building Society & the Co-Op bank all fell over during the financial crash, and the reasons why no-one’s been sent to jail for this.
And so I’d like us to watch the trailer for the film “The Inside Job”. Now, none of you are going to be earning the sorts of salaries that you’re going to see in the clip below, and I’m not suggesting that any of you are, but there is a reason for watching it, which I’ll explain in a second:
I would urge you to watch this film in full, because it highlights the reasons why things went wrong. I came across a bit of research by someone called Marianne Jennings, who is professor at Arizona State University, who also looked at the reasons why those major companies went down (bear in mind the Co-Op Bank was one that nearly went down!). Her research showed that actually, you only needed a combination of the following factors for your business to go down, and I think we can relate this to the MAT world, too:
1. Pressure to maintain numbers:
There is always a pressure to maintain numbers. In MAT terms, that could be GCSE results, KS2 results, or how many schools you’re going to get to by the end of the year.
2. Fear & silence
Some boards are completely scared of the trust’s CEO. I can safely say that if this is the case, no effective decisions are ever going to be made.
3. Young ‘uns, and a bigger-than-life CEO
Young people in the business world often think they have the silver bullet. I’ve seen young CEOs with a larger-than-life character that could railroad the entire business forward, but this then sets up a problem for the board who are unable to confront that person. It’s dangerous territory.
4. A weak board
If your board isn’t pushing back on you as a CEO at least 3 times in a meeting, they’re not doing their job. So think about the last trust board meeting you had. How many times was your CEO challenged about an issue? We’ve got a trust board meeting tomorrow, and trust me, it’s a tough day!
5. Conflicts (of interest)
We don’t buy any products or services from the Co-Op, and there are no third-party transactions between us and the Co-Op. It would be easy and we’d probably be able to save quite a lot of money, but we don’t do that because we can see the difficulties that would emerge over time. It’s a cultural thing.
6. Innovation “like no other”
Lots of people think that they have the answer, because they’ve innovated somewhere else and it worked. 9 times out of 10, they’re wrong.
7. Goodness in some areas atoning for evil in others
People have been willing to overlook bad behaviour in lieu of other good qualities. This can’t be allowed to happen.
To sum up, you only need 2 or 3 of the issues above on your board, according to Jennings, and you are looking at a big problem. Those are the reasons why the banks went down. The chairman of the Co-Op Bank was a methodist minister, who knew nothing about finance, but nobody on the board said anything. They were scared, and they were under pressure to get the numbers.
The moral of the story here is that if you don’t get the culture of your board right, your trust won’t survive. In the Co-Op Trusts’ case, the strength of our Trust is down to the quality of the people that we have on our board.
For more tips on creating your experience and skills criteria for MAT board members, you can read Sarah Pittam’s speech from our last MAT conference. To find out more about the demographics and performance of your Trust, log into your free ASP Group Insight dashboard here
Category : Blog , Uncategorized
At our MAT CEO conference on 5th December, Luke Sparkes, Executive Principal of Dixons Academies Trust, gave a thought-provoking presentation that challenged traditional thinking about the structure of MATs. He spoke about how DAT has looked to looked to entertainment giants Spotify and Netflix to develop a model that moves away from a “no-interference” approach to
At our MAT CEO conference on 5th December, Luke Sparkes, Executive Principal of Dixons Academies Trust, gave a thought-provoking presentation that challenged traditional thinking about the structure of MATs. He spoke about how DAT has looked to looked to entertainment giants Spotify and Netflix to develop a model that moves away from a “no-interference” approach to its high-performing schools. We’ve transcribed his presentation below!
I’ve been asked to share our thinking on the concept of ‘aligned autonomy’ – the optimal balance between consistency and self-determination that can empower agility.
I must start by stressing that aligned autonomy is a process, not a destination, and, as a Trust, we are very much at the start of the process. This is only the second time we have talked about our ideas externally; we aren’t sure how they will be received, but we hope to disrupt thinking.
At Dixons we have 6 core principles:
The most important is that we are values-driven. Every decision we make, every conversation we have, every lesson we plan is absolutely rooted in our values.
In the last 12 months, we have started to organise our Trust around the concept of aligned autonomy.
A different MAT model
As a growing Trust, we are constantly grappling with our organisational development. The received wisdom from other Trusts includes:
At Dixons, our model had developed differently. In particular, as Principals, we’d grown used to having a lot of autonomy. As a Trust, we talked about the concept of earned autonomy – if a school is performing strongly it should have freedom and the Trust shouldn’t interfere.
However, we started to realise that we were storing up problems for the future, because the Trust had almost become a holding body for a series of largely autonomous units.
Of course, the strengths and identity of academies should be respected, but the whole point of a Trust is to enable schools to ever more deeply engage with, learn from and support each other. We knew we’d reached a point in our growth that we had to think and act differently. We needed to develop a different Trust model.
I think Dixons has always had a reputation for being fairly cutting-edge (in some circles) and has learnt quite a bit from industry over the years (not least from Dixons electricals in the early years). When shaping our new model, we looked at how leading organisations across the world (in a range of industries) are managing their growth. A series of slides from a Netflix presentation – which has described as Silicon Valley’s most important document – really resonated with us:
According to Netflix:
Process brings seductively strong near-term outcomes – a highly successful company or Trust:
But then the market shifts, due to technology or competitors; or, in a MAT’s case, due to curriculum or accountability changes. The organisation is unable to adapt quickly and can grind into irrelevance.
And so it seems like there are 3 bad options:
But, there is a fourth option.
We believe that the agile organisation is dawning as the new dominant organisation paradigm. Organisations will no longer be ‘machines’ with top-down hierarchy, but ‘organisms’ with agile leadership.
Freedom from hierarchy doesn’t exist anywhere in nature (not least in schools), but no one would argue that all hierarchies are good. With that in mind, we’re trying to design our flatter, less hierarchical organisation as a distributed, interdependent, continually evolving system.
Leadership shows direction and enables action, but “boxes and lines” are less important. An agile organisational culture puts people at the centre, which engages and empowers everyone in the organisation. They can then create value quickly, collaboratively and effectively. Leadership in agile organisations serves the people in the organisation, empowering and developing them. They create space for teams to discover new opportunities and effectively respond to change.
Agile way of working
Agile is not a methodology; it’s a way of behaving, it’s a culture, a mindset. Autonomy of agile teams is a must but it’s not sufficient, as teams also need alignment. This grid is a useful way to explain the relationship between autonomy and alignment:
At one end of the spectrum you have low autonomy and low alignment. This results in a micromanaging organisation and an indifferent culture – there is no higher level purpose, and schools are told to “shut up and follow orders”.
On the other hand, there’s low autonomy and high alignment. This creates an authoritative organisation and a conformist culture, where employees are told which problems need to be solved, but also how to solve them. Arguably, a number of Trusts are taking this approach, but, as those companies are finding, we believe this approach will stifle innovation and drive talent out.
High autonomy and low alignment can result in an entrepreneurial organisation, but leads to a chaotic culture.
The Dixons Story
As a Trust, we were heading towards chaos. We were starting to see divisions – rather than working for Dixons, staff increasingly talked about working for City, Kings, Trinity or Marchbank. We were autonomous, but starting to sub-optimise, with each school only working for its own success and keeping things to themselves. As a relatively small Trust with some exceptional Principals (who were quick to respond to curriculum changes), we were securing great educational outcomes, but there was confusion, we had limited turnaround support and our central systems were inefficient (some still are).
We realised that to scale agile, we must continue to enable autonomy for our teams, but ensure alignment with the organisation.
Why Aligned (at Dixons)
Why Autonomy (at Dixons)
Aligned autonomy will deliver a more agile and less hierarchical organisation:
Strong backbone vertebrae
A core element of an agile organisation is a fixed and stable backbone that evolves slowly. In order to minimise workload and maximise impact, elements of the backbone must be as efficient and spare as possible. This also allows room for further elaboration and development in response to a leader’s own drivers and context.
Again, I must stress that aligned autonomy is a process, not a destination. A component of the backbone one year may be dropped in another because it outlives its usefulness, or because it is a time for further innovation and testing.
For each element, we have started to create clarity by stating which aspects are aligned across the organisation and which aspects teams have autonomy over:
And so, this fourth option, this new MAT model, is focused on avoiding chaos as you grow with ever more high performaning people – not with rules.
The key to this is to increase talent density faster than complexity grows. And with the right people, instead of a culture of process adherence, you can cultivate a culture of creativity and self-discipline, freedom and responsibility. Leadership is about context, not control. Agility means building a structure that allows people to react in real time. In our current age of urgency, we have to take the principles behind agile and use them a little differently. Let’s call them the three “insteads”:
Scaling agile at Dixons
The following models help to show how we have started to scale agile at Dixons:
Each academy (or what agile organisations in industry would describe as a tribe) is made up of squads or departments that are built around end-to-end accountability and share the same long term mission. The Principal is the Academy Lead and is responsible for setting the context and providing the right environment. The Principal is supported by an EP who acts as an Agile Coach. Together they provide leadership that shows direction and enables action. Senior and middle leadership groups (described as chapters in industry) promote collaboration and cross pollination of ideas across departments. They are also responsible for developing people.
Finally, we have started to develop cross-cutting teams that act like guilds. These are groups of people from across the organisation who want to share knowledge and practices, innovate and develop new ideas (in all areas – curriculum, support, and operations). Each cross-cutting team has a coordinator and teams can form, dissolve and reform as resources shift and priorities change. They can also be used to secure alignment. A people-first organisation relies on true work of small, cross cutting teams:
Scaling agile in this way through squads, chapters and guilds will help us to create a talent-driven organisation. At Dixons, we believe talent is king. Talent, even more than strategy, is what creates value. Hierarchy can isolate and bury talent. Flattening the organisation and pushing power down will stimulate personal growth and create speed. Leading a talent-first organisation requires agility. It requires enough ego to be comfortable with making the hardest decisions and enough humility to defer to the brilliance of other people.
It means living with the idea that the talent will determine the direction and strategy of the organisation.
These are the 3 critical moves to unleash talent:
1. Most vital people must be in roles where they can create significant value
2. They must be free from bureaucratic structure
3. They must be afforded the training and opportunities to expand their skills
We believe that the agile organisation is dawning as the new dominant organisational paradigm. Agile groups can thrive in an unpredictable, rapidly changing environment. They are both stable and dynamic. They focus on customers (or in our case, students), fluidly adapt to environmental changes, and are open, inclusive, and less hierarchical; they evolve continually and embrace uncertainty. An agile organisational culture puts people at the centre. And all of this is only possible through high autonomy – that is a must – but also high alignment. We must continue to enable autonomy for our teams, but ensure alignment with the organisation.
On 5th December, we held our second MAT CEO conference in Manchester at the Co-Op Academies Trust HQ, organised in partnership with PS Financials. With over 70 MAT leaders in attendance, our speakers delivered a series of thought-provoking talks throughout the day, drawing on their experience of growing their respective trusts sustainably. Image 1: James
On 5th December, we held our second MAT CEO conference in Manchester at the Co-Op Academies Trust HQ, organised in partnership with PS Financials. With over 70 MAT leaders in attendance, our speakers delivered a series of thought-provoking talks throughout the day, drawing on their experience of growing their respective trusts sustainably.
Image 1: James Weatherill giving the opening address at the conference
Arbor’s CEO and a trustee of the Langley Park Trust, James Weatherill, was first on the agenda and began by talking about the importance of MATs in today’s education system & their potential to transform it. He went on to discuss 4 different strategies for centralisation, concluding that the general trend is definitely towards more MAT alignment & standardisation. Click here to see his slides.
Frank Norris, Director of the Co-Op Academies Trust was next with a speech about the Co-Op’s values and the importance of embedding a shared culture into everything you do as a trust. He spoke about the challenges of making sure that every joining school is fully onboard with your values and principles. Frank was joined on stage by Jo Farnworth, Co-Op Co-ordinator at Co-Op Academy Failsworth, who gave some great examples of some of the ways that the Co-Op’s collaborative culture manifests itself in everyday school life. You can read their joint presentation here.
Image 2: Frank Norris discussing the Co-Op’s culture & values
Next on stage was Ofsted’s Regional Director for the North West, Andrew Cook, who delivered one of the first public addresses about the new inspection framework. He highlighted its stronger focus on the importance of curriculum, and Ofsted’s desire to reduce the burden on teacher workloads that inspections have caused in the past. He also explained plans to change the way Ofsted inspects MATs, and described how focused reviews of MATs will now become ‘summary evaluations’. Click here to read the slides from his presentation.
Will Jordan, Education Sector Manager at PS Financials, spoke about how to achieve greater efficiency and control within your MAT back office team, the benefits of financial alignment (see his slides here). He was followed by Chris Kirk, whose presentation entitled “The MAT growth journey: steps and mis-steps”, took the audience through the typical growth phases of a MAT and the potential crises that accompany them. Chris ended by discussing the most common barriers that prevent MATs from making change, including funding, capacity, and resistance from the people within in your trust. You can see his slides here.
The final presentation of the day was delivered by Luke Sparkes, Executive Principal at Dixons Academies Trust. Luke shared DAT’s thinking on the concept of “aligned autonomy”, and how they looked to entertainment giants Spotify and Netflix to develop a model that moves away from a “no-interference” approach to its high-performing schools. Echoing Frank Norris’ earlier talk about culture, Luke stressed the importance of rooting everything you do as a trust in your values. Click here to read his thought-provoking presentation in full.
The last item on the agenda was a frank roundtable discussion between Karen Burns (Victorious Academies Trust), Alex Thomas (Herts for Learning) and Phil Crompton (Trent Academies Group), 3 MAT CEOs of different sized trusts, who gave honest, relatable answers to Chris Kirk’s questions about the barriers they’ve faced as they’ve grown. The discussion created some great debate from members of the audience, so we’ll definitely be repeating this format at our next MAT conference!
Image 3: Chris Kirk chairs our MAT CEO roundtable discussion between Alex Thomas, Karen Burns and Phil Crompton
We’ll be posting transcriptions of our all our speakers’ presentations in full on the blog over the coming weeks, so keep an eye out for updates. Stay tuned for more announcements about our upcoming MAT CEO conferences in the new year – if you’re interested in hosting or speaking at the next one, get in touch at email@example.com.
MAT Conference | MAT Operations | Ofsted Inspections
Last week, we brought together over 70 MAT leaders at Arbor’s second MAT CEO conference in Manchester to discuss strategies for scaling your trust sustainably. Andrew Cook, Ofsted’s Regional Director for the North West, delivered one of the first public announcements about Ofsted’s new inspection framework, and talked in detail about its stronger focus on
Last week, we brought together over 70 MAT leaders at Arbor’s second MAT CEO conference in Manchester to discuss strategies for scaling your trust sustainably.
Andrew Cook, Ofsted’s Regional Director for the North West, delivered one of the first public announcements about Ofsted’s new inspection framework, and talked in detail about its stronger focus on the importance of curriculum. He also explained how Ofsted plans to change the way it inspects MATs, and described how focused reviews of MATs will now become ‘summary evaluations’. You can flick through the slides below to read his full presentation, or click here to view in it a separate window.
We’ll be posting all the presentations from the conference on our blog over the coming weeks, so keep an eye out for more updates!
— I recently spoke at our Manchester MAT Conference on how culture beats strategy when MATs start thinking about centralising data, operations and people. At Arbor we talk about 4 (broad) types of MAT cultures, and how the degree of MAT alignment vs school autonomy dictates how you approach scaling systems, processes and people. What
I recently spoke at our Manchester MAT Conference on how culture beats strategy when MATs start thinking about centralising data, operations and people.
At Arbor we talk about 4 (broad) types of MAT cultures, and how the degree of MAT alignment vs school autonomy dictates how you approach scaling systems, processes and people. What we see more and more from the 57 MATs who we provide MIS systems to, and the 100s more we are speaking to is that centralisation of school back office functions such as data, HR, finance and operations is the general direction of travel for all MATs. The debate is centred around the degree, style and pace at which this happens.
We’ve gathered feedback about the 4 different ways MATs go about scaling decision making, curriculum & assessment, systems & processes and their central team in the presentation below. See what you think and whether you fit into 1 or more of the categories I describe.
This is the final blog in our series offering a new vision for MATs. With a clear vision, based on 6 powerful principles and the development of 6 core competencies, and MAT-wide systems and cultures already put in place, the main focus should be on the systematic development of collaboration. Management style: collaboration Overview MATs
This is the final blog in our series offering a new vision for MATs. With a clear vision, based on 6 powerful principles and the development of 6 core competencies, and MAT-wide systems and cultures already put in place, the main focus should be on the systematic development of collaboration.
MATs which have achieved the integration above quickly realise that “you can’t mandate greatness”. Alignment and standardisation risk killing innovation and engagement. Arbor Education refers to this next phase as an ‘Assistant MAT’, Dixons Academies uses the term ‘Agile’ with ‘High autonomy, high alignment’
MATs at this stage are also well placed to collaborate beyond the MAT itself, contributing to a self-improving Academy system which is led from the middle.
If the work of Stage 2 has already been done, then the underpinning capabilities of Support, Learn, Assess and Communicate are also in place, and will be refined and improved through collaboration.
The emphasis now is on building systems, processes and policies to support purposeful collaboration. This supports the growth of teams which are focused on improvement, allowing experiments to be tried out, collaboration to grow. Management must support individuals and teams to be highly aligned to the vision, and then encourage groups which will self-identify and form to tackle a problem.
David Ross Education Trust operate a ‘Team around the school’ where supporting functions meet with the Principal to fix issues and plan for the future.
The Inspiration Trust employ Subject Specialist Leaders’ whose role is to develop Subject Communities, which variously focus on Assessment, Materials and Curriculum resources.
Dixons adopt the ‘Agile’ approach used by Spotify, of ‘Squads’ (a group of people who have decided to work together on a common challenge, e.g. learning and teaching of a particular subject and phase),‘Tribes’ (a group of ‘squads’ working on adjacent challenges who can benefit from sharing), Chapters (functional experts who bring different competencies to the squad), Product Leads (the owner of the particular challenge), and ‘Agile Coaches’ (senior leadership whose role is not to direct, but to coach the teams to help them achieve). In this model, Squads will form and finish based on the need to tackle a particular challenge.
By this stage I assume a strong IT platform is in place to act as infrastructure for effective collaboration. In particular a strong IT platform will allow sufficient bandwidth and flexibility for anytime/ anywhere collaboration to be supported.
The benefits of moving from Growth Stage 1 to 2 are well-documented and relate to traditional measures such as:
1. Economy – getting more for your money by planning ahead
2. Efficiency – the avoidance of wasted time and cash, the ability to buy at scale, reduced complexity; and
3. Effectiveness – improved systems and structures which allow people to do their job better, and retain staff as a result of less stress.
The important benefit of growth stage 3 is to foster…
Engagement. Empowered teams, aligned by systems, processes and vision, but free to develop their own groups and solutions, have the potential to be at the heart of taking the Academy system forwards.
It is tempting to jump from Stage 1 of MAT growth to Stage 3, missing out the detailed and difficult work of Stage 2. I believe this would be a mistake, as without a strong underpinning, it is difficult for a large group of Academies to collaborate effectively. I encourage you to stick with it as the benefits of getting this right are significant:
This blog, the fourth in our series offering a new vision for MATs, describes the second growth phase of MATs. At this pivotal stage, a large number of changes are often needed to capabilities and systems across the MAT in order to create an “integrated MAT”. Management style: Growth through Direction Overview As the MAT
This blog, the fourth in our series offering a new vision for MATs, describes the second growth phase of MATs. At this pivotal stage, a large number of changes are often needed to capabilities and systems across the MAT in order to create an “integrated MAT”.
As the MAT grows larger, there is a need for more integration between Academies, to improve educational impact, and start to achieve efficiencies. Common systems, processes and policies need to be put in place. This is a big strain on the central team, requiring discussion, collaboration and expertise.
In a MAT which has grown primarily through Convertor Academies, supporting services will typically be standardised more readily than education activities. In a Sponsored MAT, the opposite may be true, with a strong set of educational practices and non-negotiables in place before supporting systems are centralised. Most MATs will create commonality around formative and/ or summative assessment, but with a variety of models to achieve this. Some will run central/ regional School Improvement teams, with intervention where required. Others will set up Subject Leadership roles, or working groups/ communities for other types of improvement.
Most MATs of above 4 Academies will create a central team with professional leadership of Finance, HR, and Operations (typically covering ICT, Estates and Governance). These leaders are responsible for working with Principals to put in place the central systems, policies and processes below. In many MATs, these leaders have dotted rather than direct line management responsibility for Academy teams who are implementing the policies (e.g. the local finance staff, caretakers, ICT Technicians). Some MATs are comfortable to stay in this arrangement. Others find that the cost of running a central team as well as Academy teams is unsustainable, and that the Academy teams start to become confused about whether to take ultimate direction from their Principal, or Head Office, and move to end-to-end functional management of support staff. This allows much more scope to redesign roles, processes and systems.
These organisational arrangements need to be supported with strong systems, which could incude: Cashless catering, Asset management, IT system User Authentication, Biometrics, Digital signage, Parent Payments, Building Management System, Applicant tracking system, Management Information System.
Standardised and centralised processes should be put in place for Finance, ICT, Estates (Health and Safety, Premises Management), Workforce policies (including Abuse, Fraud, Pay& Reward, Capability, Disciplinary, Equality, Flexi time, expenses, hospitality, performance management, redundancy, Code of Conduct, Teacher Training, Recruitment and Induction), and governance (MAT and Academy standard Governance policies, Schemes of Delegation).
There should also be centralisation of Procurement & Contract Management of ICT infrastructure, software, broadband/ telephony, insurance energy, break fix, construction, Agency supply, catering, photocopying, legal services, audit, hard and soft Facilities Management. This will include consideration of Cloud-based systems, supporting Academies to have the right devices to achieve the educational vision, and delivery affordably, whether through a shared service within the MAT, or an outsourced contract.
Shared systems to support learning will be a priority for many MATs at this stage, although some will chose to leave some of the below to Academy level decision making.
Shared learning systems include: Admissions; Attendance management and reporting; Behaviour management and reporting; SEN planning; Learning management system/ VLE; Interventions tracking; Library/ resource management; Classroom management; Timetable generation; Seat planning.
A number of shared process should also be considered, including: development of curriculum resources/ Lesson planning and preparation/ SoW; Research to understand practices and theories within and outside the MAT; behaviour management and reporting.
Some MATs will provide support for the improvement of physical learning spaces to support educational philosophy (e.g. lighting, audio, availability of charging for ICT, wireless networks), although others will find this difficult to impossible depending on available funds and existing estates conditions.
Shared policies at this point should typically include Admissions, Attendance , Student Behaviour/ Pastoral support, Inclusion/ Special Educational Needs. There will be legitimate exceptions due to context.
A Mat of this size should consider shared systems for Formative/ summative Assessment, Progress tracking, Data analysis, Examinations Results Analysis. There may also be shared systems for marking, and an alignment of Primary Assessment models/ Exam Boards. Alongside this, MATs should convene teacher led groups to investgate shared policies for marking (or not marking!).
MAT-wide systems can be put in place for communicating with parents and students, Parents evening booking, Homework setting, Reporting to parents and Visitor management. There could also be alignment or centralisation of some communication processes, allowing for efficiencies and improvements to quality. Home school agreement policies can also be aligned.
Shared development systems can include staff CPD/ lesson observation, and staff performance management. By aligning on a system, more time and energy can be spent on the more value-adding activity of refining which types of approach to development and support hae the most positive impact.
A number of systems can support, or get in the way of, collaboration for a MAT of this size. MATs should consider standardising Office productivity applications, Email, storage, and Collaboration tools (student-student/ student-adult/ Adult-adult)
In terms of processes, at this point a MAT will need to have formal roles or groups to support collaboration and alignment. These roles may be distributed amongst Academy Principals, middles leaders, teacher or other staff, or held centrally/ regionally.
Click here to read the final instalment of Chris’ blog series on how to create an agile MAT
In the previous 2 blogs in this series I described the need for MATs to sharpen their strategies, and set out 6 principles and core capabilities that should underpin this. In the next 3 blogs I describe how these can be developed during each of the main growth phases of MATs, stating with “putting the
In the previous 2 blogs in this series I described the need for MATs to sharpen their strategies, and set out 6 principles and core capabilities that should underpin this. In the next 3 blogs I describe how these can be developed during each of the main growth phases of MATs, stating with “putting the basic in place”.
The initial focus is on agreeing a common vision and values, alongside basic common systems and processes. These typically focus on school improvement for a Sponsor MAT, or on Supporting Functions (also called ‘Operations’ or ‘Back Office’), for a Convertor MAT.
Common systems and policies for Finance (core finance and budgeting), HR (services and Payroll), safeguarding and child protection is a priority. Many will also put in place a common MIS system. As well as the system, most MATs will want to align finance processes quickly, e.g. a common Chart of Accounts and budgeting cycle. Aligned support policies will often include GDPR, FOI, Data Protection, Equal Opportunities and Recruitment.
In a Convertor MAT, learning and teaching is largely decided at a school level. In a Sponsored MAT, there may be a strong SIP function, or Executive Headship. In curriculum-driven MATs, e.g. those focused on a knowledge curriculum, this will be a much earlier priority. This means processes for collaborative alignment will be required at an earlier stage as well.
Assessment may be undertaken differently in each school, but there are likely to be a termly or more frequent sharing of data. Discussions commence about where and how to align elements of data. As above, if there is an early focus on a core curriculum then assessment will also be standardised at an earlier point.
Communications from the Central MAT team are typically few; individual schools continue as the main point of contact with parents/ students.
Some light touch shared development may take place, especially for middle and senior leaders. There may also be a shared approach to ITT and induction, especially if there is a Teaching School Alliance within the MAT.
Collaboration is vital, but at this stage may be informal, light on systems, and through personal interactions connections between Principals and senior support staff leaders/ managers. More formal systems will be needed if MATs need to make ealier progress on the capabilities below.
Click here to read the next blog in Chris’ series about the benefits of creating an integrated MAT
With just a few days to go until the Academies Show Birmingham, we’ve done a quick round-up of 5 of the most informative talks you should go and see whilst you’re there. Image 1: The Schools & Academies Show 2018 will be held at the NEC in Birmingham 1. Panel Discussion: Now we really need
With just a few days to go until the Academies Show Birmingham, we’ve done a quick round-up of 5 of the most informative talks you should go and see whilst you’re there.
Image 1: The Schools & Academies Show 2018 will be held at the NEC in Birmingham
1. Panel Discussion: Now we really need to talk about Funding
Speakers: Stephen Morales, Chief Executive of Institute of School Business Leadership (ISBL), Tom Goldman, Deputy Director of Funding Policy Unit at the DfE, and Debbie Clinton, CEO of the Academy Transformation Trust
When: 10:00 – 10:40
Where: Main Stage
What: If you’re unsure of exactly what the National Funding Formula will mean for your school & schools across the country, this is a great chance to hear from the experts. Panelists will discuss concerns surrounding the formula’s implementation, including whether pupil premium should be ring-fenced, what effect the proposed 3% limit on annual funding increases will have, and the continuing role of Local Authorities in directing additional funding. Speakers are a mix of business professionals, education experts & practitioners, so this should be an interesting and informative debate!
Chaired by: Tom Clark CBE, GovNet Education Advisory Board
2. Presentation: The Importance of MATs
Speaker: Dominic Herrington, Interim National Schools Commissioner
When: 13:45 – 14:00
Where: Main stage
What: In one of his first speaking engagements in his new role, Dominic Herrington, Interim National Schools Commissioner, will be talking on the main stage about the importance of MATs in delivering school improvement. Drawing on his experience as Regional Schools Commissioner for South-East England and South London since 2014, he’ll discuss how the DfE plans to raise school standards in England through academy sponsorship & better provision for MATs. Whether you’re already in a MAT, thinking about joining one, or have yet to make up your mind on them, this is a great chance to hear from a highly-placed decision-maker about future plans for MATs in England.
3. Presentation: Transforming Schools through the MAT System
Speaker: Wayne Norrie, CEO, Greenwood Academies Trust
When: 15:40 – 16:10
Where: MAT Summit
What: Wayne Norrie was appointed the CEO of the Greenwood Academies Trust (GAT) in 2016. GAT currently has 34 academies (23 primary, 8 secondary & 3 special), all located in areas of the East Midlands with the highest levels of social deprivation. With over 10 years of experience supporting schools in challenging circumstances, Wayne will discuss how joining a MAT can provide academies with additional support and how incorporating failing schools into a successful MAT can help improve pupil outcomes.
4. Presentation: The MAT Landscape – State of Play
Speaker: Leora Cruddas, CEO of Confederation of Schools Trust (CST)
When: 13:10 – 13:40
What: Leora Cruddas has over 15 years experience in the Education sector. Currently CEO of Confederation of School Trusts (CST), she has previously held positions in two London Local Authorities as Director of Education, as well as Director of Policy and Public Relations for the Association of School and College Leaders. Leora will share her take on the current MAT narrative in England, as well as how she believes we can change that narrative through ‘Factfulness’.
5. The Arbor Stand!
When: All day
Where: Stand D52
What: Don’t forget to visit us at stand D52 in the Exhibitor Zone between talks! If you’ve got any questions about moving to Arbor’s simple, smart, cloud-based MIS and how it could transform the way your school or MAT operates, this is your chance to come and chat to us. Feel free to stop by to watch one of our live demos throughout the day, or just drop by and pick up a free brochure to have a flick through on your way home. If you can’t make it, don’t worry – there’ll be plenty more chances to come and meet us over the course of this year. Keep an eye on our blog for updates on events that we’ll be attending.
If you haven’t already, don’t forget to book your ticket to our free MAT Conference next month on strategies for sustainably scaling your MAT! Click here to see the full agenda and reserve your free place
In the first blog in this series I shared research which indicates MATs need to be clearer about their vision, even though different MATs will rightly have different visions. I would suggest that the following principles are likely to underpin the vision for many MATs as they grow and mature: Six powerful principles to include
In the first blog in this series I shared research which indicates MATs need to be clearer about their vision, even though different MATs will rightly have different visions. I would suggest that the following principles are likely to underpin the vision for many MATs as they grow and mature:
Six powerful principles to include in any MAT strategy:
1. An inquisitive approach to curriculum and pedagogy, framed from the top and led from the middle
2. Consistent and regular performance data which is;
a) standardised (between Academies),
b) balanced (measuring what we value, rather than valuing only what we can easily measure),
c) integrated (the data is generated through activity which would be useful to the teacher, not just to create reports),
d) layered (different people can use it for different purposes without recreating burdensome collection),
e) benchmarked (we know how it compares to others)
f) formative and summative and well understood by all
3. High quality governance which is clear about authority and delegation
4. Leadership and management which is focused on outcomes, which inspires, and which aims for “subsidiarity”, with decisions being made where they are most effective
5. A culture of personal development and learning for staff as much as students
6. A clear growth strategy which balances economy with capacity, geographic focus, due diligence and a clear ‘deal’ for new joining schools.
These principles are a good start but a MAT needs a clear view about the capabilities which will deliver them.
Six core capabilities for MATs*
*Capability: a combination of people, systems and processes
The importance of systems to enable collaboration is often overlooked
It is traditional to think of MAT capabilities in terms of the first five of the list above. However, I believe that there is a significant additional capability which can be built systematically: purposeful collaboration can bridge the gap between chaotic innovation, and stifling standardisation.
Technology can help scale collaboration between stakeholders
Paul Shoesmith, ICT lead for CJK Associates says that “technologies can help to support collaboration between students, and between teachers and students. Setting up, configuring and managing such systems can be challenging at an individual school level, but by sharing best practice across schools the investment in time which is often required to get those systems working effectively the benefits can be realised more quickly and at a lower cost, in time as well as financially.”
The way each MAT approaches the six principles and core capabilities will reflect size, context, and level of maturity. In the next three blogs I will set out a possible pathway, considering the management style, organisation, systems, processes and policies that are likely to be put in place over time.
Click here to read the next instalment of Chris’ blog on managing MAT growth
A vision for Multi Academy Trusts: a 5-part blog series written for Arbor by Chris Kirk, Ex-Partner for Education at PWC and formerly GEMS/DfE. The launch of the Confederation of School Trusts on Thursday 11 October 2018 is a huge step forwards for those of us who believe it is essential that we create a school
A vision for Multi Academy Trusts: a 5-part blog series written for Arbor by Chris Kirk, Ex-Partner for Education at PWC and formerly GEMS/DfE.
The launch of the Confederation of School Trusts on Thursday 11 October 2018 is a huge step forwards for those of us who believe it is essential that we create a school system which is led from the middle. For this to be a reality, we need to increase the pace of development of MATs as highly effective networks of schools, collaborating not only within, but between Trusts.
This five part blog sets out a framework for sharpening MAT strategy with powerful principles and core capabilities, followed by three stages of growth:
Strategy varies between MATs, which is a good thing
When asked about the focus of their strategy, MATs give a wide range of responses. Most MATs seek to preserve school identity whilst improving back office efficiency – often by centralising systems and staff – with a collaborative approach to standardisation. But there are much wider ranges of views when it comes to scaling tried and tested school improvement models, creating consistent pedagogy, boosting local governance, or MAT-wide enrichment programmes.
However, sometimes strategy varies within a MAT, which points to lack of clarity
This variation in MAT strategy is in my view a good thing, as there is certainly not one right way to work: context is very important, and very different between MATs. What is more surprising is that our research indicates that there is just as much variation of view of strategy within many MATs. This is less welcome. The most effective leaders have the ability to develop a vision which is strongly influenced by their followers’ needs, creating a climate of collective aspirations. Within a MAT, this must surely mean a clear vision focused on the difference made for students, schools, communities and the system, supported by a realistic and shared strategy which is honest about capacity and has high expectations for all.
It follows then that a significant task for MAT leaders is to build a common vision and view of strategy within their MAT. In the second blog in this series I will set out 6 principles and 6 core competencies that I believe should underpin every MAT vision.
Click here to read part 2 of Chris’ blog series about the 6 principles that MATs should always include in their strategy
This blog is a transcript of a talk from our 2018 MAT Conference given by Sarah Pittam, Director at SLG Consulting. Sarah explains how different governance structures and processes can scale effectively as your MAT grows. We’ve transcribed her presentation below. We’ve talked about a number of stages of the MAT growth scale today.
This blog is a transcript of a talk from our 2018 MAT Conference given by Sarah Pittam, Director at SLG Consulting. Sarah explains how different governance structures and processes can scale effectively as your MAT grows. We’ve transcribed her presentation below.
We’ve talked about a number of stages of the MAT growth scale today. I’m going to focus on the governance aspect of that growth scale.
1. The type of governance required depends on the size of your trust
In the early phases, you’re likely to have a board that is dominated by legacy membership. You will have inherited the boards of your founding schools, and there will be many people who will assume that they should automatically graduate to the MAT board. This is a problem, as these people simply may not have the skills that your Trust board requires.
As you grow, you must create financial stability, steady state governance, and effectively evolve the quality of your governance. Quality of governance is about three main things:
Once you reach regional trust size/stage, you need to ensure that your governance model works at scale. You need to have future-proofed it with the right people, the right processes, the right subcommittees, the right board-paper format, with a collection of people on your board who have the right skills, who are strategic thinkers, who work well together, and who all sit as front-benchers.
2. It’s a totally different ball game from LA maintained governance
This is quite difficult sometimes to make others realise, but it is something that you have to communicate to your members. There will always be an initial perception gap between you and your legacy members. After all, they’ve been on the board for 5 years and from their point of view, everything is going well. You need to try and explain to them that they were at the wheel of a ford fiesta, and now you’re driving a Ferrari. It’s a difficult question, but you need to find a way to have that conversation.
The lack of independence that comes when people graduate from a governing body/LGB straight to the Trust’s board is a problem. People often think that they are representing the interests of their school, but that’s just incorrect. The same applies to parents – I’d really advise against having parents on the Trust’s board. It is rare, and it’s rare for a good reason.
There will always be a culture challenge. People will say, ‘we’ve always done it like this, why do we have to do something else? The Local Authority used to do it all for us!’. What they don’t realise is that the LA-maintained context is so different from the MAT context because the reporting compliance requirements are so much greater.
3. Recruiting the Chair & your board
Recruiting the Chair is really difficult in any size MAT, whether it’s a 2, 5, 10, 20, or a 50 school MAT. Don’t underestimate this! It’s particularly hard if you’ve got turnaround challenges, because much more time is required, and very difficult if you’re in a high growth phase. The Chair really is in the hot seat. He or she is not paid, and they might be spending a day a week or even more on this. It is difficult to find a top quality Chair, but hang in there; don’t just hope for the best. You should be very picky!
So what should you look for in a Chair? You need someone with a social mission. The vast majority of governors & trustees do and it’s an absolute prerequisite. It’s a necessary but not sufficient condition however; they must also bring something to the party. It should be an identifiable, generic and transferable skill set – e.g. if you’re looking for a growth manager, you must look for someone who has experience in managing growth in an organisation moving from £10 to £20 million turnover (if those are the sort of numbers you’re talking about).
You should populate your board with people who understand the form and the function of governance. Ask the basic question: what are the objectives of this board? Fewer than 50% of people know what the answer to that question is. Try to find people who have had internal governance experience previously, as they’re more likely to understand the form, function and objectives of governance. It is not just something to put on your CV. It’s to support and challenge, to hold to account, to form strategy, and to act as a custodian of public funds and public policy. These are responsibilities that need to be taken seriously
A board structure that scales is the easy part…it’s working out the right scheme of delegation for your trust that is much more difficult. Read what Sarah had to say in the second half of her presentation here!
Hugh Greenway, CEO of the Elliot Foundation, recently spoke at our MAT conference Scaling Sustainably: Centralisation vs. School Autonomy. This blog is the second part of a two-part blog series on his presentation – in part 1, Hugh spoke about the challenge of scaling a MAT without adequate funding. Here, he goes on to say
Hugh Greenway, CEO of the Elliot Foundation, recently spoke at our MAT conference Scaling Sustainably: Centralisation vs. School Autonomy. This blog is the second part of a two-part blog series on his presentation – in part 1, Hugh spoke about the challenge of scaling a MAT without adequate funding. Here, he goes on to say that creating trust among the people in your MAT is crucial to running a successful operation. We’ve transcribed part two of his presentation below.
Creating something from nothing
In order to successfully create a school-led system, we must ask ourselves two questions:
Question 1: Am I doing everything I can to improve outcomes for as many children as possible with the resources available to me today?
Question 2: Are the outcomes good enough?
The difficulty with Q1 is that it can make it difficult to get out of bed some mornings. Therefore, you have to find different ways and different people to help you ask the question in different ways. This is my latest version:
The questions that need to be asked are as follows: Are all children safe? Where do they learn? What do they learn? How do they learn? Who do they learn from? Can we pay for it? Does it work? Is it compliant?
Each of these questions relates back to a relevant operational part of the MAT, about which we can ask various questions to see if we are creating the best learning environment for our children using what we have available to us.
Think about your finances, for example. If you think that you’ve saved money on photocopiers and/or stationery, you probably haven’t. You just think you have. I can tell you that by implementing print management and switching off colour printing, you can save up to 50% on your print costs now. Schools don’t actually need to print in colour. But here’s the thing: your photocopy costs will be less than 1% of total costs, so even saving you 50% will only deliver a 0.33 of 1% point saving – which might not be worth the uproar you will face from teachers!
The benefits of good governance
The real savings come from building trust with your people. At the beginning of the previous blog, I said that there were no volume discounts on teachers. Well, you can save money on them by treating them better.
This in turn leads to systems which transcend individual schools. If you think about your trust as a tent that needs to be kept upright against any inclement weather, then you need guy ropes. Each guy rope represents a golden thread that runs through the organisation.
In order to be sure that things are as good as they can be you need to check the tension on the guy rope. The inputs and the outputs.
How do we know that all children are safe or that the provision of education is improving? What evidence do we have? And what do we then do with that evidence? Which employee is responsible? Which trustee and which committee has oversight and what does good look like?
Obviously there needs to be a limit to the number of guy ropes, because otherwise you’d spend all your time running round and never get to sleep in your tent.
For those who find that analogy a bit fluffy, here is a slightly harder nosed way of looking at the current way I look at our system:
In brief, the Trust board is accountable to the DfE, which in turn is accountable to the children and the community. Within the the MAT, the staff are accountable to the principal, who reports to regional directors, who report to the CEO. There is then a web of support and representation that links the finance committee, LGBs, the audit committee and the standards committee, as well as NUC unions, an ops group and the principals’ council. A feedback loop runs through the MAT, connecting children to staff, staff to principals and principals to the CEO & trust board.
No roadblocks or concentrations of power.
But, at the end of the day it comes down to trust, and that is where we turn our greatest weakness into our greatest strength. Because if we can deploy our values in such a way that they generate value, then we all have a chance.
At our MAT conference, Scaling Sustainably: Centralisation vs. School Autonomy, Hugh Greenway, CEO of the Elliot Foundation spoke about the challenge of keeping the “big picture” in view when managing operations across a trust, arguing that this is the biggest challenge to scaling a MAT. We’ve transcribed part 1 of his presentation below. Introduction: The
At our MAT conference, Scaling Sustainably: Centralisation vs. School Autonomy, Hugh Greenway, CEO of the Elliot Foundation spoke about the challenge of keeping the “big picture” in view when managing operations across a trust, arguing that this is the biggest challenge to scaling a MAT. We’ve transcribed part 1 of his presentation below.
Introduction: The job of a MAT CEO
I was at a DfE meeting recently where the job of being a MAT CEO was explained as being, “to find what works and make it scalable”. But education has always been and always will be mostly unscalable. You don’t get volume discounts on teachers (which are between 65-85% of your costs). The 1,000th teacher costs the same as the first one. What economies of scale you can achieve on your other costs are generally lost to the costs of running the system.
I set up the Elliot Foundation with my friend Caroline Whalley. She was the visionary, I was builder. But what did we set out to do?
The idea behind the Elliot Foundation was to build a safe place for primary schools and to try to protect them from the unintended consequences of academy reforms. We could see that the fragmentation of the system was likely to lead to hundreds, if not thousands of orphaned primary schools, with no one able or prepared to help them.
We set out to build this with three core ideas:
So – how’s it going?
The Elliot Foundation currently has 27 schools – that’s around 10,000 children (growing to 30,000). Two thirds of these schools are sponsored and 4 out of 8 converters were RI jumpers.
We’ve had 19 inspections so far, with 7 schools being awarded Oustanding, 10 awarded Good, and 2 Requiring Improvement. Out of the 6 Outstanding sponsored primaries in the West Midlands, 3 of those belong to the Elliot Foundation. But Age Related Expectations are not good enough. They’re probably at about 55% (validated). There are Pupil Premium and EAL gaps in East Anglia.
You can see from the numbers below that our schools are in the most deprived quartile:
Whilst you were reading the statistics, did you notice anything odd about the diagram above? Anything… gorilla-shaped? This idea is based on a famous 1990s psychology experiment that you can find on YouTube (but I’m afraid I’m now about to ruin for you). The difficulty is that nearly all MAT CEOs are former Headteachers, and they view the world through the lens of their experience. They see children, teachers and schools.
But they don’t see the gorilla. Do you see it now?
Unlike the academics at the DfE, I believe that our job as MAT CEOs is to create and maintain systems that keep schools, safe, solvent, structurally sound, legally compliant and educationally improving.
How do you scale without the money to scale?
Back in 2001 our system costs were handsomely funded – LAs used to retain around 16%. When the academy project was expanded by the coalition government in 2010, this had fallen to 12%, and academies had to make do with 8%. When the LACSEG was replaced by the ESG, it had fallen to £160 per pupil (around 3.5%). Today, each of us is personally accountable and potentially criminally liable for maintaining these systems. Yet we are given…nothing. Not even the most frugal of SME would run its head office on less than 5% of total. And in the UK, charities average closer to around 10%.
And yet, we have accepted this bargain by taking our system costs out of individual schools’ funding – and more often than not, by not taking enough, because we don’t want to. In doing so, we have tacitly accepted that our schools were over-funded. So, next time you sign your VfM declaration, you can point out that you have achieved VfM, even if you have only maintained standards (because you are doing so for much less than we used to get paid!).
The real pinch is that we cannot opt out of the law of the land (although that doesn’t stop the ESFA and the National College trying). Indeed, academy legislation is the first time in UK legal history that a government has used primary legislation to alter the terms of contract. By prioritising children we have simply put ourselves in the firing line. Asbestos compliance trumps school improvement. The Equalities Act is more important than SATs. GDPR (so help me) will be more important than SEND.
We all know that this is not true or fair. And this is the gorilla that we cannot see.
Moral purpose is the gorilla that killed Kids Company. And we will be victims of our vocation if we do not get a little more open and honest about how difficult this is.
The only way we can afford to have a moral purpose is to get a whole lot better at creating something from nothing. Fortunately, that’s what Primary schools are really good at.
Click here to read part two of Hugh’s presentation.
Why bother centralising your data? Schools, Trusts and LAs increasingly ask us how they can centralise their data, but they sometimes don’t know where to start and what their broad options are. Most share the common need of wanting to bring their data together to gain deeper, faster insight into their staff and students, save
Schools, Trusts and LAs increasingly ask us how they can centralise their data, but they sometimes don’t know where to start and what their broad options are. Most share the common need of wanting to bring their data together to gain deeper, faster insight into their staff and students, save teachers time endlessly copying and pasting data from multiple systems (and reduce mistakes whilst doing so), whilst saving money by reducing the number of systems they have in the school.
From our work with schools, MATs, LAs and governments we’ve seen a lot of different ways of centralising data, but they generally fall into 3 categories.
When small, it’s best to keep things simple. Whilst not ideal, excel is the quickest, cheapest and easiest tool to get to do your heavy lifting. Most schools will organise data drops at set times in the year, using permissioned worksheets and data validation to minimise errors, and producing graphs and reports that can act as simple dashboards. New versions of excel can even link live to your systems (we do this in Arbor) so that can be pulled automatically from your MIS, meaning no more data drops and data errors! That said, excel comes with hidden costs, it can involve staff double entering data, takes time to fill in, is prone to errors, and doesn’t scale as your school or MAT grows (in fact it gets harder to administer as you grow).
Once a Trust grows to about 5 schools (depending on the complexity of the Trust) the person in charge of collecting and analysing all of the data can often become overwhelmed by the manual process, and as we’ve written about before, this is the time most Trusts look at standardising some core systems to start to automate the process of data collection. It’s worth noting that this step is typically beneficial for all school types; the key is not to leave it too late, as you then end up unpicking all of the manual process within each school.
Once the core systems have been standardised and rationalised into as few systems as practical (e.g. finance, assessment, MIS), then the school, Trust or LA can integrate these systems, ensuring data is only entered once, and use the tools’ internal ability to aggregate their core data and reports. The disadvantage of this approach is the upfront setup time and cost, however if chosen sensibly, these system should be able to payback this in time/money savings within a year or two, lowering overhead, improving reporting capability, allowing the Trust to centralise workflows and communication and ultimately enabling the group to scale.
Without a degree of standardisation in your core systems and data, as described above, achieving an analytics layer can take a lot of time and patience. Custom field names, non-standardisation across schools of assessment, and people simply choosing to record things in different ways at different times lead to increasing complexity. Many systems (like Arbor) integrate with analytics layers such as Microsoft’s PowerBI (which many Trusts are using) out of the box, so once you’ve standardised your MIS, you can spin up an analytics layer in little to no time. This allows you to create custom graphs and charts with the reassurance that the underlying data is accurate – else bad data can lead to bad decisions!
1. Integrate live with Excel/Google: Every table and report in Arbor can be live linked to Excel or Google sheets [slide 18], meaning no more data drops. Schools and Trusts can collect data instantly from several schools, and generate their own simple dashboards, combining MIS, national, HR and external data to create a holistic view of performance
2. Standardising systems: we’ve talked about what systems to standardise and when before. Once standardised, Arbor’s Group dashboards and reports instantly aggregate student and staff data across schools, allowing MATs and LAs the ability to centralise data and take action by logging into systems remotely and performing workflows (e.g. attendance follow-ups)
3. Analytics layer: Arbor integrates with PowerBI out of the box via the excel integration, allowing groups to build their own simple Analytics layers. Our free and open API can also be used for deeper integration with Business Intelligence tools.
This blog is a transcript of the second half of the presentation given by Sarah Pittam at our MAT conference. Drawing on her experience in both top-tier consulting and the education sector, Sarah spoke about MAT governance structures and how to make sure your model works at scale. In this part of her presentation, she
This blog is a transcript of the second half of the presentation given by Sarah Pittam at our MAT conference. Drawing on her experience in both top-tier consulting and the education sector, Sarah spoke about MAT governance structures and how to make sure your model works at scale. In this part of her presentation, she goes on to discuss schemes of delegation, the importance of board papers, and how to make sure LGBs have a meaningful role. Read what she had to say below:
When thinking about your scheme of delegation, you must make sure that:
How headteachers feel about the loss of autonomy is something that hampers Trust growth all the time. They don’t feel comfortable handing over their autonomy to someone who could potentially undermine the potential of their school, the chances of their children, their school’s next Ofsted judgement, and frankly, their career
Don’t disempower your LGBs
When things start going well, it’s tempting to want to centralise the power at the center of the MAT. That is a big mistake: if you become too centralised and have all the decision-making power concentrated within the Trust board, you will disempower your Local Governing Bodies and they will feel marginalised. As a result, you’ll lose the best people on your LGB when they spot that all action is happening at the trust board.
You need good people at the LGB level to get into the detail of the academic performance, to codify that information, hold the executive to account on standards and on outcomes at the local level. Try to find a happy medium. Generally speaking, I’ve found that the three big things LGBs feel strongly that they should be involved in are:
If you can find a way for LGBs to have a meaningful role in the three elements above, give them a reason for being & make them feel empowered, you’ll find it easier to recruit quality people at the LGB level.
If you are a brilliant board, you should be able to answer these questions comprehensively:
Five final points to leave you with:
To conclude, I’ve rounded up the 5 most important points that you should take away from what I’ve talked about today.
1. Firstly, you must define and drive the strategic direction of the Trust and hold the executive to account. These are the most important objectives of the board
2. Give plenty of consideration to your Scheme of Delegation
3. Don’t allow the board of your growing Trust to be dominated by legacy membership. This can be achieved by having a backbone (by that I mean having the difficult conversations early!)
4. Diversity on your board should be about diversity of thought, analysis & professional experience
5. Finally, be ambitious in terms of calibre of people on your board, even if yours is a smaller trust. Look for senior level experience in medium to large organisations
In this presentation about scaling your data & Trust which I emailed to every MAT CEO last term, I highlighted how central teams often struggle to decide on the right balance between a MAT’s need for central alignment and a school’s desire for autonomy. The argument typically goes that alignment makes MAT operations more streamlined, efficient, auditable
In this presentation about scaling your data & Trust which I emailed to every MAT CEO last term, I highlighted how central teams often struggle to decide on the right balance between a MAT’s need for central alignment and a school’s desire for autonomy. The argument typically goes that alignment makes MAT operations more streamlined, efficient, auditable and cost-effective but at the expense of a school’s individual autonomy, which has often been established over many years.
Some groups talk about ‘earned autonomy’ as a compromise, but this still assumes that a school needs to tow the MAT line until they can prove they ‘deserve’ autonomy. And once schools do ‘earn’ their autonomy under this model, they’ll most likely still be submitting data and using processes that the MAT have designed and embedded in the school.
MAT Alignment vs. School Autonomy
I’d like to challenge the notion that MAT alignment and school autonomy are oppositional. In fact, alignment can enable autonomy if you have accountability and transparency in place.
Alignment Can Enable Autonomy, if there’s Transparency & Accountability
The picture above shows how MAT alignment can enable autonomy, allowing for sustainable growth beyond 5+ schools. The Assistant MAT in the top right example sets clear performance goals, and because it has built the right infrastructure (including standardised systems, instant access to data and auditable processes) it doesn’t mind how the schools go about achieving those goals. If there’s an issue, the MAT will be instantly alerted and can step in to assist the school in fixing, or sit back and monitor how the situation is dealt with. Either way, the schools get autonomy from day 1, and don’t have to earn it, whilst the MAT has the benefit of alignment.
There are other examples shown where alignment does not enable authority. This is typically a conscious decision by the MAT. For example, more authoritative MATs (such as in the top left of the diagram) may choose to have very high degrees of standardisation in terms of systems and processes, leading to low school autonomy. This isn’t necessarily bad – for example, in turnaround schools there may be processes and systems that need complete overhaul.
Standardise systems and give autonomy to people to get the best of both worlds
The key is for MATs and schools to decide on what they want to align or standardise, and what they want to devolve autonomy to schools on. This will depend on your culture, but at Arbor we tend to be of the mind that to create a sustainable infrastructure you should standardise systems to allow for a degree of uniformity and give autonomy to people in how they use those systems. That way you get the best of both worlds. More on that in the next post…
In April 2018, our conference on ‘Scaling Sustainably: Centralisation vs. School Autonomy’ in London bought together CEOs and Senior Leaders from over 70 MATs, as well as eight speakers with a mix of business and education backgrounds. John Leonard, independent consultant and tender expert spoke about the key things MATs should consider in order to
In April 2018, our conference on ‘Scaling Sustainably: Centralisation vs. School Autonomy’ in London bought together CEOs and Senior Leaders from over 70 MATs, as well as eight speakers with a mix of business and education backgrounds. John Leonard, independent consultant and tender expert spoke about the key things MATs should consider in order to get the most out of the procurement process, including knowing exactly what it is that you want to get from your new system before you set out to procure. Below we’ve transcribed the first part of John’s presentation!
In this blog, I’m going to show you why you should be streamlining your procurement to benefit from the massive economies of scale it can bring. A common theme in education is the 5 ’W’s (Who, What, When, Where, and Why) – and in procurement this is no different – but with one addition – how?
Consider the following questions as a “toolkit” for gathering all the information you need to run an effective procurement exercise. If you spend the time understanding your requirements and what your expected outcomes are, procurement is substantially easier.
Procurement can be complex, but working through the questions and suggestions made here will help you be the best prepared you can be for effective procurement that gets you what you want, at a price you’re happy with, from a supplier who will work with you and understands you.
Let’s get started.
1. Why procure?
There are countless reasons why, but the most pressing one is to achieve economies of scale, while still getting the technology or platform that you want. By the way, your wants are defined as an objective exercise which we’ll cover in a moment.
Let’s start with an example. Assume you have 15 academies in your trust, and across these academies you have three groups of five – with each group using a different system or technology platform.
Each group has its own costs:
And also consider the cost to you as a Trust to get consistent data from three platforms – whether that is specific reporting information, or simply an assessment of its effectiveness.
Staff moving between academies have to know more than one system, integration between systems either doesn’t work at all or requires another overhead – it can be very very expensive to manage this.
That’s not to say that you have to force each academy to accept a standard, cookie cutter system. You can achieve a balance between low cost/standard systems and high cost/customized systems – and that is achieved through effective engagement with your staff and potential suppliers (see ’Who’ for more detail on that).
Another “why” is the simple legalities of purchasing – in order to demonstrate fairness, every purchase that’s greater than £181,302 ex VAT (click here for the current threshold) over the lifetime of the product HAS to follow procurement guidelines as set out in the Public Contracts Regulations 2015. You may have your own procurement guidelines for procurements below that threshold – and will certainly be bound by the requirements for three quotes as a minimum – but above the threshold, EU procurement legislation as embodied in the Public Contracts Regulations takes effect.
2. What (do I want to procure)?
The exercise you will conduct in engaging your academies goes a long way to defining what it is that you want, and allowing you to get a clear picture of your expectations.
You’ll make the process even easier by defining your requirement in terms of outcomes:
This is where it’s also important to consider the balance between simple/cheap and complex/expensive – neither extreme is advisable, but the right balance depends on the system you’re purchasing and the requirements you set as a Trust. Outcomes-based criteria ensure that you capture requirements from a more holistic perspective – and also ensures that you don’t get caught out later with a system that’s not fit for purpose.
While you can refine a specification to get the closest match to your requirements, if it doesn’t perform the way you want it to, then you’re in trouble. If you define the specification in terms of your outcomes, it makes subsequent management of the platform (and your suppliers) far easier.
Consider the following as a sample:
Knowing what your expectations are here will enable you to build them into a the scoring criteria for the tender itself as a wholly objective series of scores – the Service Level Agreement (SLA) or Key Performance Indicators (KPIs) that allow you to measure the performance of your system and the supplier you’ve engaged.
Procuring a platform on this basis that subsequently doesn’t perform also gives you far better methods of redress later on.
3. Who needs to be involved in the procurement process?
Well, first consider who can benefit from the system you’re planning to procure. If it’s going to have a wide impact on a large number of stakeholders, then centralising the procurement exercise and making it applicable to all your academies can lower the overall cost, greatly simplify the process, make contract management easier, and get you far better contractual terms. Suppliers will obviously be more attracted to larger procurement exercises too!
You also need to consider who can participate in helping you define your specification. Careful engagement across your academies will make life a lot easier – as the definition of your specification and requirements needs input from your vocal champions – the ones who point out the good and the bad – and your quiet champions too – the ones who just get on and use the system. Being clear about what works for you at present and equally, what doesn’t, helps you get the most out of a procurement exercise – the clearer you can be about your requirements, the better off you’ll be.
If you’re not sure what you need, or need opinion from potential suppliers, this is the time to invite them in for market engagement. You’re perfectly entitled to invite a range of suppliers in to discuss your requirements; good suppliers will also know their market well enough that they will come up with suggestions you may not have thought of.
Once you’ve met a fair representation of suppliers, then it’s time to go back to your internal team, and refine the specification again, so you all agree on what is needed. (N.B. Aa fair number of suppliers is a representative sample of providers for the type of solution providers you’re looking for – one is not a fair number! I’d recommend you see at least three, and more if you can).
I can’t say this enough times – the more collaboration you engage in, the clearer your expectations will be, the specification will be easily understood by potential suppliers, and the procurement exercise will get you the system you want at a price you want to pay.
You can read the second part of John’s presentation here
Dr Vanessa J Ogden, CEO of Mulberry Schools Trust, spoke at our MAT conference about scaling culture and maintaining your sense of identity across your MAT as you grow. During the first half of her talk she stressed the importance of creating a set of values that is shared by everyone in your MAT in order to maintain
Dr Vanessa J Ogden, CEO of Mulberry Schools Trust, spoke at our MAT conference about scaling culture and maintaining your sense of identity across your MAT as you grow. During the first half of her talk she stressed the importance of creating a set of values that is shared by everyone in your MAT in order to maintain your trust identity as you scale. In this blog, we’ve picked out the key pointers from the second half of her talk, which focused on the importance of ‘remote leadership’ when bringing about changes in culture in schools to align with the values and identity of your trust. Read part two below:
‘Remote leadership’ is a term used by Tim Brighouse to describe his approach to education leadership at scale. I think it is highly applicable to MAT leadership, and I have found it incredibly useful when thinking about the importance of the CEO as a leader of outstanding education provision.
It is important to note that culture and identity in MATs applies here. The Mulberry Schools Trust’s model is premised on the CEO being a leader of education expertise. Business acumen is important, but knowing how to create outstanding schools in contexts of challenge is the focus and so education leadership expertise – with it being the central business product, if you like – is what is needed in the CEO. There are other MAT models where business skills are at the forefront of the CEO’s leadership and education expertise is held in the roles of directors of education – and this can also be very effective – but for us, the view is that if you want universally outstanding schools, the top job is to know how to do it and what this looks like, providing you have skilled financial, legal, estates and HR leaders working closely to you that you can properly hold to account.
‘Remote leadership’ of school communities thus becomes very important for a CEO. How do you bring your practitioners with you? How do you ensure they buy in to the vision, values and culture of the work in hand?
Remote leadership for a MAT entails a number of things:
Securing a strong and widely shared commitment to the MAT’s purpose and values across a large group of people requires close communication, despite being more remote, and commitment from practitioners to a vision. One of the lessons I have learned about education and the implementation of any initiative at any level is that those who have a fairly autonomous position e.g. as a classroom teacher – in that they are inpidually responsible for pupil outcomes and the quality of their practice – can destroy it by simply not doing it or doing it differently. To be a lastingly successful initiative, they must agree with its importance and find its implementation rewarding.
Getting that commitment means two things. First, if your leadership is more remote, the immediacy of your communication is less and so every contact is vital. The authenticity of such communications is important and so linking them to genuine passion and values is essential.
Second, understanding and using the power of story is a key aspect of remote leadership in the task of scaling up culture and retaining identity. Stories of success create energy and when bringing about change in culture in a school to align with the values and identity of your trust, the use of supportive, affirming and speculative language is helpful – as well as finding those with a can-do philosophy to help you yield the buy-in from the community that you need in school transformation to align with the MAT.
It needs to be recognized in scaling up culture that in this task perhaps more than any other you cannot enact your leadership alone. If successful change in this respect is going to take root for the long term, you need to develop a team around you that can replicate this work and a central infrastructure to enable faithful development. And so we are back to my first point about the structural things you need to do to enable your identity to go to scale.
I have seen this model of remote leadership enacted elsewhere in recent times in perse fields of business and government: once on a visit to the Dyson engineering plant in Malaysia last month and 2 years ago on a visit to meet Barack Obama’s administration team at the White House. The recruitment and staff development process that supports scaling up culture and identity was plain to see in both cases. After all, what could be more important than the work Obama did to address inequality and social justice in the US?
So, I conclude by going back to the photograph above, as it has become symbolic and powerful for us as a Trust. It both shows the context of our work and the social justice issues we need to address about inequality. A great education is the key to a better and more prosperous future. It is also the means of providing greater social harmony within communities and human enrichment where the obstacles prevent engagement with the resources around you. The rainbow, therefore, is the promise. It is our Trust’s promise and it is the vision you buy into when you join our schools.
There have been some very difficult moments along the way, and there are more to come I am sure, but it is an expression of what we believe to be possible – a vision of hope for continued improvement in outcomes not just amongst the pupils within our family of schools but, through partnership and school-to-school support, improvement across the system. It is not growth for growth’s sake but a considered and thoughtful response to educational change and the requirement for us to support – along with Challenge Partners – a great school-led system.
Dr Vanessa J Ogden, CEO of Mulberry Schools Trust, spoke at our MAT conference about how to scale culture and the importance of maintaining a strong sense of identity across your MAT as you grow. She highlighted the need to create a set of values that are shared by everyone when scaling, from your company members and directors
Dr Vanessa J Ogden, CEO of Mulberry Schools Trust, spoke at our MAT conference about how to scale culture and the importance of maintaining a strong sense of identity across your MAT as you grow. She highlighted the need to create a set of values that are shared by everyone when scaling, from your company members and directors through to your school principals, senior teams and Local Governing Bodies. Read on to learn the 5 key ways that you can scale culture at your MAT using values-driven leadership
This photo shows my ‘place’ – where I started my headship in 2006 and where, on 1st May 2017 (after a 7 year journey) the Mulberry Schools Trust was born. The end of the rainbow (with its mythical pot of gold) is right in the City of London. To the side is one of the tower blocks in Shadwell where pupils in my catchment area live – one of the many similar blocks with overcrowding and damp, where people have little personal space or privacy or money. Poverty is patchwork across our country in the same way and so all MATs encounter it in some way. I’ve seen this at close hand through my work chairing the board of the Somerset Challenge and the National Schools Forum for Teach First.
The point of stating all of this is that it means our work at Mulberry Schools Trust is heavily influenced by the need to counter the dynamics of ‘place’ – to counter the close nature of urban financial and social disadvantage shown in the photo, open up opportunity, deal with inequality, offer routes to prosperity, stability and security, and to work towards greater social harmony and human flourishing. As a result, the Trust’s culture is framed by a set of values that are quite specific to this task. In a way, we have chosen to ‘specialise’ as a MAT in this work at this point.
From my experience, I cannot stress enough the importance of values-driven leadership at all levels as you grow. Values frame the culture that is created in all organisations and are easily diluted as you scale up, so values shared by your company members and directors through to your school principals, senior teams and Local Governing Bodies are critical.
Our values at Mulberry Schools Trust
Scaling up your organisational culture and maintaining your identity requires senior leaders to place values and a deep understanding of the context of your schools at the heart of your work. There is a dynamic relationship between a school, its context, its culture and the values which frame that culture. Understanding that dynamic is very important when thinking about scale.
Context or ‘place’ affects education. A school both influences and is influenced by its community. Where a school is situated has a profound, multi-layered effect on its character and the challenges it faces. In turn, good schools enrich their communities and can have a regenerative effect.
Our values are absolutely aligned with carrying out this task. They hold that:
1)Education is a public good: The chance to be educated is a human right and state schools should provide a high quality education for every child regardless of the barriers. An education should provide rich intellectual and personal development for inpiduals and communities. It should equip young people for employment, making a contribution to the economy as well as enabling them to sustain themselves financially
2) The Trust’s work should make a further system-wide contribution to educational improvement beyond being a MAT: Hence being a significant part of Challenge Partners and standing shoulder to shoulder with other school leaders to work collectively for an outstanding school system
Scaling culture as you grow
A fundamental question for us is how we retain these values so strongly and protect our culture from erosion across a growing number of schools. Even within the relatively small 4 square mile patch that my MAT currently occupies, the ‘place’ in which each of the three secondary schools is located is quite distinctive and affects each school’s culture differently. If spread across a wider geographical area and sometimes amongst quite far-flung regions for some MATs the challenge is magnified. However, there are a number of things that have been important for us in going to scale:
Statement of identity, vision and values: having a very clear sense of identity and of the vision and values of the Trust that is written down and shared effectively with the whole MAT community has been fundamental to our work. Helpfully, there is a track record of success already to back its importance, and that success also provides authenticity for people. This is an essential ingredient in education leadership – both in inpidual schools and at scale
Governance: building a Trust board of committed trustees and company members that share our values has been very significant. There have been hard conversations and some very difficult moments connected with building the Board and holding true to our values – particularly when faced with issues of equality. Ensuring that our LGBs are similarly robust has been important too so establishing an appointments committee for the board, having board development, evaluation and training as well as a robust SOD and a handbook have been key to ensuring we retain our identity and culture across an expanding number of schools
Policies that reflect our values too: what becomes a central policy adopted fully by all and what becomes a statement of policy principles for all schools to follow is an interesting discussion. I am also well aware that what you do in a small MAT might be different to a larger one: take curriculum and approach to teaching and learning, where the values of an institution are also expressed. Having a ‘loose-tight’ approach works fine when as the CEO you have time to talk regularly with the principal and to review practice. When you have a larger MAT and take on schools in special measures, for example, a non-negotiable curriculum model that everyone follows is an easier way of quality assuring what is done. I’ll come back to this point at the end because there are more compromises to be made either way on this particular aspect of a MAT’s practice
School leadership: school principals are obviously critical to the retention of culture and identity when going to scale. Either you appoint like-minded leaders who already share the MAT’s culture, values and approaches (we have done this twice now) or you create a talent pipeline that brings people through internally – which we are also doing – but this takes longer to establish. Like others, we have a strong internal leadership development programme which draws upon the talent within our Trust and a headteacher in training / deputy headteacher in training programme which is bespoke and personalized as well as group programmes and courses. The way you interview to test ‘fit’ for a school is, as you know, a sensitive and complex process – but worth investing time into to get the right appointment. And not appointing if it’s not right is always a brave decision
Community: integral to school improvement is the relationship between a school, its context and its community. Investing in external relationships and finding the right ambassadors to enable you to build trust and confidence amongst wider stakeholders helps enormously. Schools in marginalized communities are the community glue and I continue to see the gulfs between groups of different heritage made visible by the events of recent time – such as Brexit, the Syrian conflict and terror attacks. Islamophobia is rife and suspicion between people is unhelpfully fueled by media and social networking sites. Our values around schools’ wider role in social cohesion are strongly held and so for us, work in this domain of scaling up is very important
The close attention of the CEO to these elements of a MAT’s work is essential in scaling up culture and retaining identity, and the work in it over three years to six years is considerable but worth the investment. Facilitating strong governance, nurturing senior teams, building relationships with school communities and having a keen eye on policy implementation are for us the key things that we have considered and continue to develop.
Independent educational consultant John Leonard recently wrote a blog for us about the most important things that MATs should consider before setting out to procure, including knowing exactly what it is that you want to get from your new system and how procurement can help you achieve economies of scale. Part 1 went over the
Independent educational consultant John Leonard recently wrote a blog for us about the most important things that MATs should consider before setting out to procure, including knowing exactly what it is that you want to get from your new system and how procurement can help you achieve economies of scale. Part 1 went over the reasons why MATs should procure and explained what you need to know beforehand. This second part of the blog will cover the timescale of implementing your new system (when), which sites will this system impact (where) and finally some helpful guidelines and government specifications (how). We’ve transcribed part two of his presentation below!
In my last blog, I spoke about how procurement is key to helping MATs achieve economies of scale, as well as the most important factors to consider for MATs setting out to procure. In this blog, I’ll go on to talk about the rest of the procurement toolbox, including the when, the where and the how of procurement.
Allowing sufficient time for a well run procurement exercise starts long before you start writing the tender document. A typical timeline looks something like this (your experience and the scope of the procurement will cause this to vary, of course):
1. Initial requirement definition: finding your champions, getting their opinion, turning that into a draft specification
2. Refine the requirement: get together as a group to review the draft and find out what you don’t know
3. Market testing: get suppliers to review your spec, present their solutions, and make suggestions
4. Re-refine the requirement: agree what your final spec will be now you have some market intelligence
5. Write your tender: concentrate on your requirements and the scoring criteria; the rest can be based on standard templates
6. Issue a contract notice: (guidance online will help you do this)
7. Issue your tender to interested suppliers
8. Allow 30 days for tender clarifications, etc.
9. Close your tender and evaluate results
10. Announce the successful supplier
11. Provide feedback to all bidders
12. Allow a 10 day standstill
13. Start contract negotiations
14. Commence pilot (if applicable)
15. Test with your pilot group
16. Larger scale rollout
That’s a lot to cover, but doing all of that will make sure you get the results you want. If you rush it, you’ll hate the results or something won’t work. As a rule of thumb, allocate about half your time to speccing the requirement, 25% to the procurement, and 25% to award negotiations.
Where will the system go?
You have a number of factors to consider here. First, and most obvious, how many sites/staff/students is this system going to impact? The larger the number of sites, the better your economies of scale, but the larger the number of opinions and input you’re going to need to get something that works for everybody. Also consider what other systems or methods of work this solution has an effect on. Does your solution integrate? What other systems must change to accommodate your preferred technology?
And while we mentioned “when” as a measure of the procurement timeline, also think about the future. Can this solution scale to add more academies, thousands more students and staff, and still do so at an effective cost? Your tender document will need to spell out the number of staff and students who will be expected to use your system, where they are, and what the likelihood is of additional users/sites joining the system later.
If you want to scope the tender to allow you to add further sites later on – or even create a mini framework to add other MATs later – your tender document is where you need to state this; it will make suppliers far more likely to be clear about their terms or be prepared to offer better ones for the chance at more business in the future.
How do I start?
This guide written by the government should be your starting point, as it gives a lot of information about current procurement guidance.
This page in particular goes into a lot more detail about the specifics of EU compliant public procurement.
Remember, the threshold at present is £181,302 – that’s the ex VAT total contract value of the solution you’re procuring. Anything over that, and you will have to follow public contract regulations (PCR). Unless you’re substantially under that value, it helps to use the PCR as a guideline for procurement – that way you know you’re not going to be challenged (or at least the chances are minimal).
Take advice and guidance from procurement agents if you can. One I can recommend is 4C (https://www.4c.co.uk/) – they have a lot of experience and can do as much or as little of the procurement exercise as you need.
Last but not least – it bears repeating – please be sure that your requirements are clear, documented well, and explained where there is room for ambiguity. If a requirement is not clear, you’ll know straight away, as suppliers will bombard you with clarification requests. The less ambiguity you have, the easier it is to procure, score, and award contracts. Remember to base these on expected outcomes rather than being too specific. All of this removes the chance of nasty surprises later on.
Effective procurement is about getting what you want, for the best price you can afford.
Having clear, agreed answers to the previous points will make your journey so much easier, and will reap rewards countless times over. Allowing yourself time to define the requirements and run the procurement in an orderly fashion will make a big difference when it comes to appointing a supplier, and using the scale of your MAT will also enable you to leverage benefits that can’t be matched by individual academies.
In my last blog, I highlighted the 4 different basic MAT personality types: Authoritative, Micromanaging, Entrepreneurial and Assistant. I showed how start-up MATs (usually a mixture of Entrepreneurial or Micromanaging) can cope with manual processes and dual staffing, but once they get to a certain size, this starts to break. The diagram below, from DfE
In my last blog, I highlighted the 4 different basic MAT personality types: Authoritative, Micromanaging, Entrepreneurial and Assistant. I showed how start-up MATs (usually a mixture of Entrepreneurial or Micromanaging) can cope with manual processes and dual staffing, but once they get to a certain size, this starts to break.
The diagram below, from DfE commissioned analysis, shows when this typically happens.
When do MATs change their infrastructure?
People start to break before ~5 schools
At the start, MATs are small and can cope with manual processes and procedures, spreading staff across multiple institutions, and allowing schools a certain degree of discretion over how they manage themselves. However, as the number of schools approaches 5, the central team (who often also work within a school) become overstretched. Late nights catching up with their day job in the school, the burden of gathering and analysing data on excel from multiple schools, chasing staff for updates and generally cranking the admin wheel to get management the information they need in a timely manner is too much. People break.
Getting the right infrastructure in place & letting systems take the strain
Typically this is when MATs begin to look at letting the systems they have take the strain. This is so that every additional school the MAT takes on doesn’t increase the challenge exponentially. Most MATs we speak to are defining a core set of non-negotiable systems and processes that all schools will be required to take on to streamline data and processes. Standardising systems gives MATs the infrastructure to grow, whilst allowing schools autonomy in how they use these systems.
Standardise the MIS after finance
The first system to be standardised is typically the finance system, as this helps fulfil basic compliance. Most MATs are opting for PS Financials as it does a good job of aggregating financial information across the Trust. But the next system that MATs tackle subsequently is the MIS as they want to centralise their student and staff information. Just as MATs find their legacy finance system unable to cope with the demands of operating in a multi-school environment, so too over 50% of the largest 10 MATs are changing their MIS, moving away from SIMS or CMIS to cloud-based MIS systems that allow instant access and aggregation of their data across multiple sites. Robert Hill, the former DfE advisor, who has written well on the subject of MAT data makes this point well in his blog.
The case for operating a MAT MIS
Operating across multiple sites presents unique challenges for MATs. MAT leadership need instant access to data to ensure their schools are performing effectively, and at present this is a laborious task to collect. More than just data, MAT leaders need the ability to instantly log in to school systems to audit workflows and ensure consistency, flagging issues and following up with staff where necessary. This demands not just a dashboard, but a better, more efficient system with which to centralise data, streamline workflows and operate your MAT, which is why most of the large trusts are actively moving away from SIMS, RM and CMIS, and many small and mid-sized trusts are now doing similar.
Arbor has built the first MAT MIS which allows leaders live, instant access to DfE, Ofsted, in-year progress and MIS data in one central dashboard and custom reporting tool. More than just a dashboard, the MAT MIS allows leaders to receive alerts for important events such as exclusions, and drill right down from the group into any school’s MIS and analyse performance in a few clicks. This centralisation of data and ability to action workflows from the MAT saves around 30% on software licenses, and hours of time gathering data and communicating with staff.
Find out more information by clicking here, or just email me at firstname.lastname@example.org and I’d be happy to connect you with one of our MATs or come out to show you our MAT MIS myself!
+44 (0) 207 043 0470
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White City Place
195 Wood Lane
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