Walking the talk of collaboration Multi-academy trusts: A fork in the road Michael Pain, CEO, Forum Education www.forumeducation.org

"we are now entering a period where the system – inadvertently perhaps – may choose to turn its back on the notion of collaboration at the most critical level and at exactly the wrong time.“ Forum Education Blog, March 2017

Deep collaboration Isolation Shared services (e.g. IT, HR, education psychology services) between local MATs based on strategic co-ordination and avoiding duplication where possible Rigorous peer-review between MATs. Providing genuine challenge & informing MAT to MAT support Co-ordinated approaches to delivering CPD – including leadership development (e.g. NPQs) - & ITT Co-ordinated approaches to local school-improvement projects (e.g. Strategic School Improvement Fund work) & local challenges - such as joint recruitment campaigns Membership of regional MAT networks, sharing best practice & learning regionally Reciprocal visits to other MATs. Ad hoc learning dialogue between CEOs. Attending the same meetings as other MATs organised by DfE; RSC or other external bodies Isolation Deep collaboration Co-existing with other local MATs. No dialogue

There are no sages, no gurus, only learners…

“What matters today is being connected to a wise network of trusted individuals who can help us filter useful information, expose blind spots and open our eyes.” Kenneth Mikkelsen & Harold Jarche

An introduction to the network…. A network not a leadership programme (ongoing; content informed by MATs; emphasis on sharing experience & expertise) Drawing on experts within & beyond the sector Intended to create long lasting relationships beyond the forum A means of staying ahead of current developments in policy & research A means of sharing, capturing and disseminating best practice – within and beyond the regions Connected to three other regional networks A group that can inform the work of government and its agencies

Five strategic development priorities for multi-academy trusts Vision Governance Becoming an ‘employer of choice’ School Improvement Financial Sustainability

Our policy roundtable papers Examples of our case studies Vision into practice; School Improvement at Scale Building collective efficacy Recruiting trustees Our policy roundtable papers Recruitment, retention and training of trustees (September 2017) The evolving accountability context: suggestions for an Ofsted framework for MAT inspection (forthcoming, April 2018)

So that’s a good basis for building trust & reciprocity, but what does deep collaboration between MATs look like & where do you fit in?

Deep collaboration Isolation Shared services (e.g. IT, HR, education psychology services) between local MATs based on strategic co-ordination and avoiding duplication where possible Rigorous peer-review between MATs. Providing genuine challenge & informing MAT to MAT support Co-ordinated approaches to delivering CPD – including leadership development (e.g. NPQs) - & ITT Co-ordinated approaches to local school-improvement projects (e.g. Strategic School Improvement Fund work) & local challenges - such as joint recruitment campaigns Membership of regional MAT networks, sharing best practice & learning regionally Reciprocal visits to other MATs. Ad hoc learning dialogue between CEOs. Attending the same meetings as other MATs organised by DfE; RSC or other external bodies Isolation Deep collaboration Co-existing with other local MATs. No dialogue

Peer review between MATs Facilitated review grounded in research, case studies, & the 5 C’s Confidential Concentrated Considerate Challenging Constructive