The impact of trust size on the central team

Mark Woods – CEO

Redhills Academy – RSC Event- 25th November 2015

• Who are CMAT?

• Growth and other factors

• The Core Services Team

• Leadership and Education

• Charging and VFM

Overview

• June 2008: SVC creates: Cambridge Meridian Educational Trust

• A brand new 2000 secondary school and 400 post-16 centre

• September 2017, maybe (2019).

The last LA school in England?

S

Martin Bacon, New Principal in Jan 2003

Who are CMAT?

• A small local trust (think regional brewer)

• Swavesey is an “outstanding” converter academy and became a sponsor in April 2011 with a school ready to convert

Who are CMAT?

Academy Name Date Joined Age RangeLocal

Authority AreaPupil Number (Oct Census)

Size

Swavesey Village College Apr 2011 11 - 16 Cambs 1256 = Big

Nene Park Academy Sep 2011 11 - 19 Peterborough 1098 + Big

North Cambridge Academy Sep 2013 11 - 16 Cambs 436 + Little

West Town Primary Academy

Jun 2014 4 - 11 Peterborough 301 = Little

Stamford Welland Academy Oct 2014 11-16 Lincs 358 - Little

Sawtry Village Academy Apr 2015 11-18 Cambs 1050 - Big

Growth and other factors

What major factors do you face?

Core Services

Martin

NPA

(former Deputy)SVC

Business and Resource Manager

Trust Site Manager

Trust Clerk

Joining two schools

Two staff shared 50/50. Business Manager - left.Site Manager – remains.

Martin and Mark (Executive Principal)

NPA SVC NCABusiness and

Resource

Trust Site Manager

Trust Clerk

Health and Safety

Audit

Trust IT

Network Managers left at same time in first 2 –

Trust Manager

Later closed contract @ NCA and appointed

Academy NM at all 3

Shared resource with another academy

Business Manager left in restructure

Adding a third, and evolving

Part-time and commercial

CMAT

Business Manager

37 hrs x 52 wks

CMAT

Finance Manager*

37 hrs x 52 wks

Finance Manager

(CPET/CMAT/ CMAT Ed Serv)

37 hrs x 52 wks

Asst Finance Manager CPET

16 hrs x Term Time only

Finance Manager

(Swavesey Village College /

North Cambridge Academy)

37 hrs x 52 wks

Accounts Payable / Receivable Clerk

SVC/ NCA / CMAT

37 hrs x 52 wks

Finance Asst

20 hrs Term Time only

Finance Asst - Trips

32.5 hrs x Term Time only

Finance Asst - School Shop / Uniform

37 hrs x Term Time only

Finance Asst - Cashless Catering

20 hrs x Term Time only

CMAT

Finance Manager*

37 hrs x 52 weeks

Finance Manager

(Nene Park Academy / WestTown Primary)

37 hrs x 52 wks

Accounts Payable / Receivable Clerk

(NPA / WTPA / SWA)

37 hrs x 52 wks

Finance Assistant

West Town Primary School

20 Hrs Term Time only

Finance Assistant

Nene Park Academy

20 Hrs Term Time only

Finance Assistant

Stamford Welland Academy

20 Hrs Term Time

CMAT

Audit Manager

15 hrs x Term time only

CMAT

Audit Asst

20 hrs x Term time only

Evolving finance – pre SVA

Developing a central model but …

CEO

Chief Operating Officer

IT Director

VLE

Web Developer

Trust Network Managers

Technicians

HR

Personnel

Recruitment

Trust Finance Manager

Financial and Management Accountant

Academy Finance

Managers

Processing

Facilities Management

Trust Site Manager

Health and Safety

Commercial Manager

Legal

Catering

PR

Audit, Compliance and

Governance

Internal Audit

Clerks

When a new academy joins, we review whether we wish to dilute current services, reinforce or create new.

Evolving to 6 (and beyond)

COO crucial appointment – commercial experience, growing businesses,

working across multiple sitesLines of accountability?

Driving communication

• Capacity• Common platforms• Teamwork• Commercial offer

A mature IT team (?)

15-16 PROPOSED IT PROVISION ACROSS THE TRUST CMAT NCA NPA SVA SVC SWA WTPA

Kunjal SVA 5 DaysJames CMAT 5 DaysElliott SWA 2.5 Days 2.5 Days

Jonathan NPA SWA 4 Days 0.5 Days0.5

DaysHarry SVC CMAT 1 Day 4 DaysClyde NCA 5 Days

Charlie NCA 2 Days 3 DaysPaul SWA 5 Days

Nicholas SVC 5 DaysMohammed SVA 5 Days

SVC IT Apprentice SVC 5 DaysAlwyn SVC 5 DaysSimon NPA 5 Days

Thomas NPA 4 Days 1 DayGerald CMAT 5 Days

Matthew CMAT 5 DaysJohn SVC 1 DayTom CMAT 5 Days

Each academy IT costs: 1.6 -2.2%

• What have we got desperately wrong?

• Share your current frustrations – plans!

• Who gets a PA?

Centralising, contracting, affordability?

Martin

NPA

(former Deputy)SVC

Business and Resource Manager

Site

Vice Principal2x Asst PrincipalsScience teacher

Construction Inst.

Leadership and Education

Martin and Mark (Executive Principal)

NPA

Vice Principal

SVC

Vice Principals

NCA

Vice Principal

Forced out of the office

Adding a third, and evolving

All CMAT appointments

CEO

Executive Principal (Primary)

Vice Principal

NPA Principal

Vice Principals

SWA Principal

Vice Principal

Director of Humanities

(NPA)

SVA Principal

Vice Principal

SVC Principal

Vice Principals

Director of Sport

(NCA and Nstowe)

NCA Principal

Vice Principal

School Improvement

QA and SI 1

QA and SI 2

Consultant Principal

Ma, Sci, Eng

SEN Leads

Evolving to 6 (and beyond)

Prepared for expansion

Executive Principal(s)

Sharing Leadership

Cannot afford supernumerary

“outstanding”contractor

Rafts of SLEs but nothing permanent

New titles

Have to apply

• What has worked in your leadership model?

• What is your greatest current source of frustration?

• What is your plan for school improvement?

• What defines / constrains your thinking?

• Does your Trust Development Plan reflect this?

Why are leadership and services easier than education?

“A top heavy MAT”

Teamwork

Isolation

Communications

Privacy

The Core Charge has been calculated as accurately and fairly as possible. CMAT is a family and, as such, certain members of the family may require more attention than others at certain points through out the year. It is not always possible to predict these

£ 21,821,255 £ 2,213,331 £ 5,292,689 £ 5,519,395 £ 5,725,926 £ 1,840,722 £ 1,229,192 10.0% 24.5% 24.5% 26.5% 8.5% 6.0%

NCA NPA SVA SVC SWA WTPA

2015-16 Core Trust Charge

SLA covers 4 areas:1) Shared staff

2) CMAT staff dedicated to academy3) Shared services

4) Centrally procured services specific to academy

associated incomes 10%

Core CMAT Employees NCA Admin & HR £205,324

Finance & Audit £199,043 XxxxxxClerking £4,000

Site and H&S £73,862 xxxxxxTeaching £189,159 xxxxx

IT £166,275 XxxxTravel £20,000

External Admin Support £5,000CMAT Staff Recruitment £3,720

CMAT Staff Training £8,400£874,783 £87,478

Secondary Principals £556,473 £111,295

CMAT staff- assigned to individual academies

Items in charges:

Clerking £10,782 Governors and Governors' Committee Meetings

Invoice processing

Academy specific IT. Costs have been off-set by the associated incomes

£1,886.92Admin £19,211 £4,803

Teaching / Compliance £99,020IT £372,797 £ 49,176.20

£501,810

• Do we over-complicate?

• What quality assurance systems ensure you are all happy?

• How do we attract good or outstanding schools / convertors?

• What do we get for 4 or 5%?

• How do we fund our premises?

• Is this useful?

Charging models, accountability and somewhere to sit

• Procurement? If one MAT is good…

• Employee benefits – travel etc?

• What three things would really help a new CEO?

The “it has all gone too quickly” slide