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Drawn from NGA’s extensive evidence base, our new report on MAT governance explores eleven issues with governance and oversight which impact a board’s ability to carry out its core functions, and offers solutions based on learning from other MATs. bit.ly/MovingMATs 
Many MATs are working hard to identify what skills they need on their board to fit their own contexts. There is also a growing understanding that who constitutes the ‘right people’ will not necessarily stay the same as the trust evolves. bit.ly/MovingMATs
Many MATs have developed a well-articulated set of non-negotiables, and are clear and upfront with new schools about what it will mean to be part of their trust, including what will change. bit.ly/MovingMATs
Trustees need to ensure a culture of challenge at board level, that their relationship with executives is based on mutual respect, and have the confidence to have courageous conversations around ethical issues – such as executive pay. bit.ly/MovingMATs
Many trustees in MATs now know the trust board cannot ‘delegate accountability’ to executives or those at a local level. Trusts are also increasingly taking an innovative approach to establishing a meaningful role for those volunteering at the local level. bit.ly/MovingMATs
Even where schools are widely dispersed geographically, some larger MATs have put community engagement at their heart of their local governance tier – ensuring that parents and other community representatives have a voice on these councils. bit.ly/MovingMATs
The local tier still has a key role to play: MATs may find that they will lose more than they realise if they remove this. As MATs grow, trust boards sometimes find that they simply cannot know all of their schools well without the help of the local tier. bit.ly/MovingMATs
MATs are working hard to improve communication, putting in place a range of different mechanisms. While no MAT claims to have a perfect solution successful experiences include establishing regular cross-MAT groups and increasing the visibility of trustees. bit.ly/MovingMATs
Trusts are being much more cautious and considered in their approach to growth, which is not only commensurate with the board’s legal responsibility, but is especially important given the current school funding situation. bit.ly/MovingMATs
It is vital that trusts have a vision and growth strategy with a moral imperative at its core – something that has sometimes been neglected. Locality also remains a point of deep importance, and indeed, concern for many trusts. bit.ly/MovingMATs
To clarify the role of governance oversight, where this sits and to ensure that duplication is avoided, there needs to be a discussion with the wider sector, clearly outlining so that everyone understands how the work of the ESFA and RSC’s is divided up. bit.ly/MovingMATs
The accountability framework needs rethinking to deliver a truly ‘self-improving system’ as opposed to one in which individual schools and trusts are only concerned with their own improvement, and not that of other schools and trusts. bit.ly/MovingMATs
