1. Managing Risk In A Large Multi-Academy Trust
September 2016
Aruna Mehta

2. Background
One of the largest MATs in south of England with over 40 primary and secondary academies
80% growth over three years 75% of schools that joined TKAT were RI or below
Nov commissioned Deloitte to complete a strategic review of the Trust’s operational function.
Jan - Sept implementation of the Deloitte recommendations including key improvements and additions to the Trust’s governance (new CEO, FD and Board members)
Focus for today – Risk managements framework from present
2014 – Drop in Educational Standards
Sept 2016 – 41 Schools – none in special measures

3. Reshaping The Organisation Enhancing the Governance Framework
John Atkins CBE – appointed as Chair
Karen Roberts – appointed as CEO
New Non –Executives with financial and corporate backgrounds added to the board
Board comprises Chair, CEO, FD, COO, and three Non-Executive members (all engaged and actively involved)
Deloitte Operational Review

4. Reshaping The Organisation Our Governance and Risk Oversight
TKAT
Board
Audit & Risk
Sub-Committee
High Risk Challenge
Sub-Committee
Remunerations & Nominations Committee
Local Governing
Bodies
Operational
Audits
Internal
Audit
Educational Monitoring
Academy
Self Assessment
Academy Conversion
Due Diligence Process

5. Reshaping The Organisation High Risk Committee (“HRC”) – Sharp Focus on Educational Risks
Six weekly meetings involving rigorous monitoring and challenge
Attended by Chair, CEO, Non-Execs, and Directors of Education
Agreed educational KPIs and targets – grading schools by RAG (Red, Amber Green)
Deep dive into Red and Amber schools with follow through on action plans
Forecasts based on consistent and independent quality assurance across schools
Clear ownership and accountability for each school by Directors of Education
Transparency and partnership – Region School Commissioner (“RSC”) and team are invited to all meetings

6. Reshaping The Organisation Audit & Risk Committee – Focus on audit and all risk issues
Termly meeting
Attended by all Execs and two Non-Execs
Focused on:
Internal Audit findings
Operational risks (including compliance and financial)
Strategic risks
Educational risks (escalated from HRC)

7. Reshaping The Organisation Academy Self Assessments and Conversion Due Diligence
Academy Self Assessment (“ASA”) enables our schools to feedback compliance risks to TKAT Centre (health and safety, safeguarding, governance, staff related issues)
Conversion Due Diligence is similar to the ASA and is used to measure the risk profile of a new academy
Regular on-site monitoring and quality assurance visits feeding progress and threats back to TKAT Centre

8. The Results Rapid school improvement
No schools in special measures

9. The Future Maintaining excellence and sustainable growth
Complete the implementation of Deloitte review
Sharper focus on finance as we respond to financial challenges and budget cuts
Improving operational efficiencies
Continued focus on education – moving our schools from Good to Outstanding
Continue to develop partnership with RSC and team
Strategic growth in our operating regions
All designed to provide better outcomes for more children

10. appENdencies

11. The High Risk Committee (HRC) Example RAG report

12. The Results Rapid school improvement (detail)
Ofsted
74% of our schools are Good or Outstanding
KS2
Level 4+ combined 11% increase  - best of largest 10 MATs
Expected Progress reading 5% increase – best of largest 10 MATs
Expected Progress writing 5% increase -  equal best of largest 10 MATs
Expected Progress maths 7% increase - best of largest 10 MATs
KS4
A*-C En & MA = 55%  up 1%
3 Levels Progress EN =  79%  up 7%
3 Levels Progress MA = 63% 


4 Levels Progress EN = 41% up 11%
4 Levels Progress MA = 25% up 2%
A*-C EN = 71% up 6%
A*-C MA = 61% up 1%