Being a CEO Programme

Objective: To equip CEOs with the ability to distinguish between strategic leadership and operational management, and to act effectively at the right level.

Define what belongs to the CEO, what should be delegated to executives, and what should be escalated to Trustees.

Learn frameworks for prioritising strategic focus over day-to-day firefighting.

Explore practical scenarios where CEOs must “step in” operationally without undermining leaders.

Build confidence in creating structures and systems that allow operational excellence while keeping the CEO’s focus on long-term trust sustainability.

Objective: To provide CEOs with a strong grounding in financial oversight and stewardship of public funds across a trust.

Understand core MAT financial structures, reporting requirements, and compliance with the Academy Trust Handbook.

Interpret management accounts and financial dashboards for effective decision-making.

Explore risk management, reserves policies, and sustainability planning.

Work through case studies of financial pressures (e.g., falling rolls, rising costs, capital investment) and options for CEO decision-making.

Objective: To develop the skills to create, communicate, and deliver a compelling trust-wide strategy.

Explore tools for strategic analysis (SWOT, PESTLE, data trends in education).

Learn how to set ambitious but achievable objectives that align with vision and values.

Translate strategic priorities into measurable improvement plans across multiple schools.

Develop skills in stakeholder engagement and trust-wide communication of strategy.

Objective: To understand the opportunities, risks, and responsibilities of MAT growth and expansion.

Explore the DfE and RD expectations for growth.

Learn due diligence processes for taking on new schools or taking on underperforming academies.

Understand the governance and infrastructure implications of scaling.

Explore cultural integration and maintaining quality during rapid growth.

Review case studies of successful and unsuccessful growth strategies.

Objective: To strengthen CEOs’ ability to build effective governance and strong relationships across stakeholders.

Clarify the CEO’s relationship with the board of Trustees and local governing bodies.

Understand how to work effectively with Chairs and ensure robust accountability structures.

Explore approaches to managing external stakeholders, including DfE, Ofsted, unions, and local communities.

Develop communication strategies for transparency, trust, and influence at scale

Objective: Ensure robust governance and compliance with statutory, financial, and educational frameworks.

Governance roles: Members, Trustees, Executive leaders

Clarify roles and responsibilities within the governance structure to promote effective oversight and accountability.Scheme of delegation and board effectiveness

Develop a fit-for-purpose scheme of delegation and build high-functioning boards through regular review and development.Legal and statutory duties, including safeguarding

Review key legal obligations including safeguarding, health and safety, and data protection, and embed them trust-wide.Managing trust performance through data and assurance

Use data and internal audit mechanisms to provide assurance on educational and operational performance.Compliance with DfE, ESFA, and Ofsted frameworks

Understand what good compliance looks like, prepare for inspections and audits, and avoid common pitfalls.

Objective: Build the capacity to lead financial sustainability and deploy resources with impact.

MAT finance strategy and ICFP

Use Integrated Curriculum Financial Planning to align educational priorities with financial planning at trust level.Budget setting, GAG pooling, and resource allocation

Learn to design trust-wide budgets, explore the benefits and challenges of GAG pooling, and ensure equitable allocation.Financial risk and audit readiness

Strengthen internal controls, anticipate financial risks, and prepare confidently for external audits and reviews.Managing capital, estates, and sustainability

Take a strategic approach to estate management, condition improvement, and sustainability initiatives.Strategic procurement and contract oversight

Understand best practice in procurement, contract monitoring, and securing value for money.

Objective: Develop a trust-wide improvement strategy that raises standards and closes attainment gaps.

School improvement models and QA frameworks

Review effective trust-level improvement strategies and develop consistent approaches to quality assurance.Monitoring performance across multiple schools

Build systems to track pupil progress, curriculum impact, and staff performance across a diverse portfolio.Targeted interventions for underperformance

Design responsive and evidence-based interventions that support schools at different stages of improvement.Data-driven decision making

Leverage school performance and contextual data to inform priorities and allocate support.Supporting SEND, inclusion, and narrowing attainment gaps

Ensure trust-wide equity through inclusive practices, targeted funding, and shared accountability for vulnerable learners.

Objective: Build a culture where people thrive and leadership talent is developed and retained.

Trust-wide people strategy and succession planning

Shape a people strategy that anticipates workforce needs and builds a resilient leadership pipeline.Professional development and coaching structures

Create scalable CPD pathways and embed coaching as a lever for school improvement and leadership growth.Organisational culture and values in practice

Cultivate an intentional culture that reflects the trust’s values and improves engagement, morale, and retention.Staff recruitment, retention, and wellbeing

Address recruitment challenges creatively, improve retention through purposeful leadership, and prioritise staff wellbeing.Legal and HR considerations in MATs

Navigate complex HR issues including TUPE, disciplinary processes, and employment law with confidence.

Objective: Build resilience by embedding effective risk management across all areas of the trust.

Enterprise Risk Management (ERM) in MATs

Learn how to design and implement a comprehensive trust-wide risk framework that supports strategic objectives.Strategic, operational, reputational, financial, and compliance risks

Identify key risk categories and understand how to assess their likelihood, impact, and interdependencies.Developing and maintaining a risk register

Construct a living risk register that is used by executives and boards to monitor and respond to risk proactively.Crisis preparedness and continuity planning

Plan for disruption with effective continuity plans, communication strategies, and governance support.Cybersecurity, data protection, and safeguarding risks

Strengthen defences against cyber threats and data breaches while maintaining robust safeguarding procedures.Embedding a proactive risk culture across the trust

Promote trust-wide awareness and ownership of risk, ensuring that all leaders understand their role in mitigation.