1. Robert Hill Consulting 10 things every academy group leader should do November 2015

2. Robert Hill Consulting 1.Understand the education landscape

3. Robert Hill Consulting Milestone 2Milestone 1Milestone 3 Organisational development Now Three or five years’ time Outputs & outcomes Milestone 2Milestone 1Milestone 3 People development Outputs & outcomes Milestone 2Milestone 1Milestone 3 Teaching and learning Outputs & outcomes Milestone 2Milestone 1Milestone 3 Finance & business support Outputs & outcomes Implications for resources, skills and implementation 2.Formalise your mission, priorities & growth strategy

4. Robert Hill Consulting 3.Work out how to manage scale Source: Dunbar 2010 Different scales of partnership are effective for different purposes…

5. Robert Hill Consulting 123456789101112 13 1415161718 19 2021222324 Size Challenges Fledgling MATSustainable MATMature MAT Changing challenges for MAT CEOs CEO supported by: COO overseeing central finance & business team (including ICT strategy and support HR, ICT and Estates Managers Full-time Directors of Standards & Teaching & Learning Curriculum specialists (who might be based in academies Cluster executive principals Typically an executive head or CEO, supported by a PA, business manager and other senior leaders carrying out ad hoc roles CEO supported by: a COO, Finance Director and/or management accountant Directors of Standards & Teaching & Learning* ICT, data analysis and marketing support *Might be linked with SLT role in an academy Growing MAT Adjustment of governance model From common systems to integrated operational management Moving from school turn-around to growing a shared pedagogical approach Introducing executive leadership of clusters Creating and moving knowledge round the MAT QA processes Review which services to deliver from the centre and which to base in clusters and/or cluster groupings Maintaining the sense of shared mission Managing discontinuous leaps Clusters in regions? Sorting the basics Structures Systems School turn- around Policies Capacity Leadership

6. Robert Hill Consulting Senior, middle leaders & expert practitioners MAT Executive principal Scale and spans of control in a growing MAT 3.Work out how to manage scale

7. Robert Hill Consulting Share posts and teams – particularly at senior and middle leadership level Share services – HR, EWO, ICT, estates management, etc Maximise joint procurement Integrate financial planning and business management Practise common data analysis 4.Leverage economies of scale

8. Robert Hill Consulting 5.Focus on school improvement Set high expectations Know schools well and hold them to account Develop a teaching and learning model Deploy expertise strategically to help improve classroom practice Develop staff and empower them to learn with and from each other Empower middle leaders Build a leadership pipeline Work with and learn from other schools Adapt strategies to an academy’s context Be relentless in the drive for improvement

9. Robert Hill Consulting 6.Check your governance and compliance procedures Are you relying on inherited governors? Is there a good balance of skills round the Board table? Do you have people of calibre as chairs of local governing bodies Does your governance model allow for growth? Are your financial and audit procedures EFA proof? Have you reviewed your policies?

10. Robert Hill Consulting 7.Balance hierarchy and networking Joint practice development Talent management and leadership development High social capital Shared understanding of how to improve teaching and learning Fit governance Executive leadership Quality assurance systems Clear vision and strategy Sustainable business model

11. Robert Hill Consulting 8.Know your impact

12. Robert Hill Consulting 9.Understand the Ofsted framework for MATs Strategy of MAT Capacity to challenge and support Impact of support Progress of pupils Effectiveness of governance Operation of key policies

13. Robert Hill Consulting 10.Look after your own development What training is available for your senior leaders? Do you use an organisational coach? Do you make time for reflection? Are you visiting and learning from other MATs? Are you part of a network of support?