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

2. "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

3. 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

4. There are no sages, no gurus, only learners…

5. “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

6. 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

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

8. 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)

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

10. 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

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