You are here:

Last updated on 6 July 2018
Ref: 30046

Your operating model is vital to understanding what your MAT does and how it's doing it. Use our downloadable tools to help you kick-start your review, and follow our step-by-step guide to ensure you have the right model to deliver your educational support and administrative functions sustainably.

Article tools

Contents

  1. What is an operating model?
  2. Why should you review it?
  3. Step 1: use our tools to review your capabilities
  4. Who to involve

What is an operating model?

An operating model is a way of setting out all the functions of your MAT. Think of these functions as a ‘capability’; this could be managing finances, supporting your workforce, managing your estates or improving your schools.

Within each capability sits a range of processes. So, if the capability is managing finances, this will include processes such as budget planning, reporting and cash and asset management.

Your operating model will help you to evaluate these capabilities and consider:

  • What is it aiming to achieve?
  • Does it sit at school level or MAT level?
  • What people, systems and processes do we need in order to deliver it?
  • How is it managed and governed?
  • How do we know if it’s working well?

In short, an operating model lets you see the sum of the parts of your MAT and see how they're connected.

Why should you review it?

The purpose of reviewing your operating model is to understand how well you're currently delivering your capabilities and make changes to your model.

We've created this step-by-step guide to assessing your operating model. This will enable you to:

  • Identify weaknesses in your current delivery of capabilities (step 1)
  • Create design principles for changing how you deliver your capabilities (step 2)
  • Review your staffing structure (step 3)
  • Implement the changes you've identified (step 4)

Our guide provides tools to help you at each stage. However, you're unlikely to be able to do everything yourself. Reviewing, and particularly making changes to, your operating model usually requires consultancy support. 

But taking these steps will help you to focus on what you need to do, identify what you can do on your own, and save the amount of time and money you need to spend on consultants.

Step 1: use our tools to review your capabilities

We’ve provided two tools for conducting a review of your operating model. The ‘high level review' is appropriate for smaller MATs, or to help you get an initial idea of where to focus your attention.

The ‘detailed review’ is suitable for larger MATs, if you want to carry out a more thorough assessment or if you're considering growing your MAT. 

Each download includes details of how to use the document.

Questionnaire

You'll also need to consider how well you're delivering each of your processes. The following questionnaire will help you identify strengths and weaknesses based on how well these functions are seen to be performing.

For both the review and the questionnaire, it's important to remember that these are just tools to prompt you to reflect on how your MAT's organisation helps you to perform. They're designed to encourage you to self-evaluate.

Who to involve

Whatever the level of detail of your review, you should gather views and information from:

  • Your leadership team - at head office level and, if applicable, at regional or cluster level
  • Your board of trustees
  • Principals and executive principals
  • Local chairs of governors
  • People involved in delivering these capabilities, and those receiving them

You should also take account of information from students and parents about how well things are working now, and what can be improved. They won’t have the level of insight to fill in the questionnaire, but you can consider their feedback from other sources you use to gather their views.

Click here to go on to step 2 of reviewing your operating model

Sources

Chris Kirk is a Director of CJK Associates Ltd, a boutique education consultancy which supports national, regional and local education organisations, including multi academy trusts. Chris specialises in facilitation, strategy and business planning. He has held leadership roles with PwC Consulting, GEMS Education (the world’s largest private school group), the Department for Education and the National College for School Leadership. Chris is currently part of the faculty for Ambition School Leadership’s programme for MAT CEOs. He is a Member of his local MAT, the Weydon Academy Trust.

For more information see www.cjkassociates.co/mats or email info@cjkassociates.co

The Key has taken great care in publishing this article. However, some of the article's content and information may come from or link to third party sources whose quality, relevance, accuracy, completeness, currency and reliability we do not guarantee. Accordingly, we will not be held liable for any use of or reliance placed on this article's content or the links or downloads it provides.