1. Community Education Partnership merger with Washwood heath Multi –Academy Trust
THE Journey!!!!

2. WHY THINK ABOUT MERGING?
Back ground
CEP consists of TOPcliffe Primary school and Firs primary school
Washwood consists of Washwood heath, Saltley, tile cross, Brownmead and gossey lane academies
WHY?
Benefit to children in our care
Financial stability moving forward
Achieving strategic goals of the trust

3. The research…
‘MAT mergers: does 1+1 always = more than 2? (Robert Hill Sept 17)
article for the MIT Sloan Management Review Hamid Bouchikhi and John Kimberly describe seven lessons that will make it more likely that M&As will result in successful integration.
Form Following Function’ (developing strategies on partnerships and mergers) was used as a framework to scaffold thinking around options for Multi- Academy Trusts in planning for their future (Taken from housing trust mergers)

4. mergers are about much more than economics
realising economies of scale, merging IT systems, reducing senior management costs or maximising purchasing power
Rationalising functions and services is, say Bouchikhi and Kimberly, a necessary but not a sufficient condition for a successful merger
Academies and boards also need to address what are described as ‘psychological issues’.

5. psychological issues
forge a new shared identity - beyond choosing a new name and logo
Who are we?’
what makes us distinct?
what is it that we want to achieve together?
what are the shared values that will underpin how we work together?
Vision, values are mission critical to making mergers successful – (communicating that to Pupils, parents, staff and community)

6. ‘identity’ related issues are likely to undermine the chances of success
It should also embrace understanding the culture
spend time in each other’s schools
respective leaders and board members talk and get to know each other
understand the culture and context
learn about each other’s aspirations
Ego - being able to let go

7. MATs need to be pragmatic; one size does not fit all
Types of merger
Assimilation, which occurs when the identity of a school acquired by a trust is deliberately dissolved and assimilated into the identity of the new MAT
Confederation is the polar opposite of assimilation. Each organisation or school keeps its name, governance, leadership and autonomy. Any central role is more about co-ordination with sharing or integration limited to agreed areas of mutual interest
Federation differs from confederation by virtue of there being a new layer of identity sitting alongside the existing identity. In MAT terms that means you positively foster the uniqueness of individual organisations or schools while having a strong overarching layer that co-ordinates and supports their work and holds them to account for their bottom line performance
Metamorphosis describes a process for dissolving or losing existing identities and blending them into a completely new identity
MATs need to be pragmatic; one size does not fit all

8. after the research?

9. Selection criteria DFE support Values
Geographical location (which may differ from primary/special)
Financial security
Infrastructure
Growth
Merger timeline

10. Continued…
Dfe – YES
Values - Are our values up to date? Do they still make sense? Do they capture what you are trying to do? What do your stakeholders think?
Be clear on the problem to be solved – and where the opportunities lie
Such as: Delivering services in the face of cuts, Adding capacity across the trust, Procuring goods and services on better terms, Bringing in innovative ICT
Commit to involving stakeholders and staff
Set out clearly the pros and cons of merger, partnership and other options
Identify the concerns of stakeholders
Explain how these will be addressed
Give measurable commitments on service delivery and building post-merger. Time line

11. Continued… Take decisions impartially
How far an option meets your objectives
Ensure that you consider all options thoroughly.
Identify risks and benefits accurately.
Use realistic assumptions – not just those that make the plan work
Stress test the resilience of the future modelling
Make the most of due diligence.
Demonstrate accountability – with measured and realistic outcomes
Set tangible measures of success
Report on these transparently.
Plan ahead
Do the cultures fit?
Do the two sides trust each other?
a commitment to openness

12. Common Approach to School improvement
Phase 1 - Information Gathering (Engage the Whole Community)
Stakeholder Questionnaires (Summer Term)
Pupils Staff Parents
Staff Engagement Survey
(Autumn Term)
School Standards Audit
To inform SDP
Phase 2 - Analysis and Planning
Analysis
MAT Central Team and Head Teacher
Feedback
To School Leaders and Governors to inform School Development Priorities and CPD
Phase 3 - Implementation and Review
Adopt Whole School Thinking
(Emphasis On Consistency and Belonging Being Key)
Prioritise Professional Learning and Staff Development
Develop Supportive Policies /Procedure
(Promoting Consistency)
Implement Targeted Programmes and Interventions
(Including Curriculum)
Connect Appropriately With
Approaches To Behaviour Management
Implement Targeted Responses and
Identify Specialist Pathways
(Including the most talented)

13. Deputy CEO – WASHWOOD HEATH Multi Academy Trust
GOOD LUCK
Questions?
Ian Lowe
Deputy CEO – WASHWOOD HEATH Multi Academy Trust