Case Study B: A standalone secondary academy joining a ‘Regional’ MAT

The key drivers for the decision were based on a thorough analysis and understanding of the current educational landscape (both in financial terms and the impetus of the academy programme) and how that would impact on their vision for the school to 2020. The school, an 11-19 secondary, converted to a standalone academy some 4 years previously and this was perceived as a natural next step to ensure they met their long-term aims.

3 options were considered:

a)to remain as a standalone academy

b)to form their own MAT with other schools

c)to join an existing local MAT

For each of the options the following detail was explored:

  • the educational arguments
  • the benefits and disadvantages
  • the financial and administrative issues
  • due diligence (options b) and c))
  • governance

SLT provided the governing body with a robustbusiness proposal based on all of the above with formal recommendation. The GB set up a working party to look in more detail at the proposals reporting back to resources committee. Once agreement was reached by the committee, their findings were presented to the full GB for approval. At the full GB meeting the Chair reminded governors that any decision had to be in best interests of the students. A decision in principle was made to join a local existing MAT.

Lessons learned

  • Extensive due diligence (DD) was undertaken GBs should ensure that it is a two-way process. Use your own independent legal team to ensure that you do as much homework on the MAT as they do on you.Make sure there are no surprises. DD should tell you not only of the position today but identify any potential risks or issues.
  • Ensure that DD covers the central governance function, not just the delegated local governing body responsibilities. Recent months have seen a step change in expectations on MAT governance - so for example find out who the members and Trustees are and why they are qualified to be in the role.
  • Develop a strong communication strategy, encompassing open and transparent consultation with staff, parents and students. Many of the questions and fears raised by staff were those the GB had been asking themselves over the course of the past 3 years. Consulting with them first was very helpful.
  • It is never going to be the perfect option. Look at where your school needs to be and how it will get there. If a MAT is the right option for your students, take the decision professionally and nail your colours to the post.

Benefits

The immediate benefits have been wholly educational so far (early days!). Strategic items on the five-year plan about diminishing the difference between disadvantaged and non-disadvantaged students and establishing a thriving sixth form are moving forward which in the current climate they would be struggling with just how to have made some of these areas move forward without being part of a MAT.

A secondary academy joining a Multi-Academy Trust