Readiness to Grow

There are many growth opportunities for schools, academy trusts and MATs. You may be thinking about conversion, or joining or merging with another trust or MAT. Our strategic review tool, Readiness to Grow, can help – wherever you may find yourself on that journey.

Readiness to Grow

There are many growth opportunities for schools, academy trusts and MATs. You may be thinking about conversion, or joining or merging with another trust or MAT. Our strategic review tool, Readiness to Grow, can help – wherever you may find yourself on that journey.

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Depending on your plan and where you are in your journey, here are some examples of what we’d review under each operational enabler:

1

Vision, culture and ethos

  • Identifying which aspects of vision, culture, and ethos will underpin your plans
  • Testing whether your vision, culture, and ethos align with any other school, trust or MAT involved
  • Deciding on the non-negotiables when seeking a MAT to join.

 

2

People and partners

  • Understanding the leadership, governance, staffing structure and HR policy arrangements of any other school, trust or MAT involved
  • Understanding the changes for staff, including where roles may affect levels of responsibility (such as the accounting officer and CFO)
  • Communicating with partners and stakeholders to outline the reasons for change, and addressing any concerns about the transition from existing to future arrangements.

 

3

Teaching and learning

  • Agreeing on where the schools/trusts stand on teaching and learning (in Ofsted terms)
  • Articulating your strengths and weaknesses, knowing where best practice is apparent and where you may need extra support
  • Setting up monitoring to help you understand where support is most needed.

 

4

Curriculum and assessment

  • Flexibility in adopting (or considering changes to) curriculum choice 
  • Evaluating the curriculum and potential changes to key-stage delivery and exam boards, to ensure consistency of approach
  • Achieving a shared understanding of assessment processes, so you understand progress at all levels.

5

Quality assurance and accountability

  • Understanding school performance and the quality of provision
  • Sharing information to ensure that leaders all hold a common view
  • Considering developing national and regional performance indicators against all areas of trust performance.

6

Governance and capability

  • Understanding the strengths and weaknesses of your current governance arrangements, and ensuring that your board understands this when engaging with other schools or trusts
  • Understanding the governance ‘offer’ when looking to join another trust or MAT, and how this will impact your current arrangements; this may involve frank discussions around delegation, for example
  • Understanding which opportunities will be available to influence (or be part of) the governance arrangements when looking to join another trust or MAT.

7

Resource management

  • Understanding the financial impact of joining a trust, in terms of your financial position (looking at central services and contributions)
  • Carrying out in-depth financial due diligence on any other trust or MAT involved
  • Identifying how successful you’ve been in delivering your current vision and strategy for technology, and how this might support another trust or MAT.

Guides & resources

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