Managing Risk In A Large Multi-Academy Trust September 2016 Aruna Mehta

Background One of the largest MATs in south of England with over 40 primary and secondary academies 80% growth over three years 75% of schools that joined TKAT were RI or below Nov 2012 - commissioned Deloitte to complete a strategic review of the Trust’s operational function. Jan - Sept 2013 - implementation of the Deloitte recommendations including key improvements and additions to the Trust’s governance (new CEO, FD and Board members) ------------------------------------------------------------------------------------------------------- Focus for today – Risk managements framework from 2014 - present 2014 – Drop in Educational Standards Sept 2016 – 41 Schools – none in special measures

Reshaping The Organisation Enhancing the Governance Framework John Atkins CBE – appointed as Chair Karen Roberts – appointed as CEO New Non –Executives with financial and corporate backgrounds added to the board Board comprises Chair, CEO, FD, COO, and three Non-Executive members (all engaged and actively involved) Deloitte Operational Review

Reshaping The Organisation Our Governance and Risk Oversight TKAT Board Audit & Risk Sub-Committee High Risk Challenge Sub-Committee Remunerations & Nominations Committee Local Governing Bodies Operational Audits Internal Audit Educational Monitoring Academy Self Assessment Academy Conversion Due Diligence Process

Reshaping The Organisation High Risk Committee (“HRC”) – Sharp Focus on Educational Risks Six weekly meetings involving rigorous monitoring and challenge Attended by Chair, CEO, Non-Execs, and Directors of Education Agreed educational KPIs and targets – grading schools by RAG (Red, Amber Green) Deep dive into Red and Amber schools with follow through on action plans Forecasts based on consistent and independent quality assurance across schools Clear ownership and accountability for each school by Directors of Education Transparency and partnership – Region School Commissioner (“RSC”) and team are invited to all meetings

Reshaping The Organisation Audit & Risk Committee – Focus on audit and all risk issues Termly meeting Attended by all Execs and two Non-Execs Focused on: Internal Audit findings Operational risks (including compliance and financial) Strategic risks Educational risks (escalated from HRC)

Reshaping The Organisation Academy Self Assessments and Conversion Due Diligence Academy Self Assessment (“ASA”) enables our schools to feedback compliance risks to TKAT Centre (health and safety, safeguarding, governance, staff related issues) Conversion Due Diligence is similar to the ASA and is used to measure the risk profile of a new academy Regular on-site monitoring and quality assurance visits feeding progress and threats back to TKAT Centre

The Results Rapid school improvement No schools in special measures

The Future Maintaining excellence and sustainable growth Complete the implementation of Deloitte review Sharper focus on finance as we respond to financial challenges and budget cuts Improving operational efficiencies Continued focus on education – moving our schools from Good to Outstanding Continue to develop partnership with RSC and team Strategic growth in our operating regions All designed to provide better outcomes for more children

appENdencies

The High Risk Committee (HRC) Example RAG report

The Results Rapid school improvement (detail) Ofsted 74% of our schools are Good or Outstanding KS2 Level 4+ combined 11% increase  - best of largest 10 MATs Expected Progress reading 5% increase – best of largest 10 MATs Expected Progress writing 5% increase -  equal best of largest 10 MATs Expected Progress maths 7% increase - best of largest 10 MATs KS4 A*-C En & MA = 55%  up 1% 3 Levels Progress EN =  79%  up 7% 3 Levels Progress MA = 63% 

 4 Levels Progress EN = 41% up 11% 4 Levels Progress MA = 25% up 2% A*-C EN = 71% up 6% A*-C MA = 61% up 1%