Giving our leaders time to focus on what matters most

We recognise that our academy leaders need time to focus on the strategic leadership of school improvement.

Our central services teams aim to free up more of our academy leaders’ time by providing professional operational management support. A key function is to provide our academy leaders with assurance that, within a continually changing political and legal landscape, they are keeping up with statutory requirements, school compliance obligations and management of risk.


Accounting software

Central accounting function

Single bank account

Single VAT registration

Central management of budgets

Compliance with financial regulations


Single employer/trust employment contracts

HR related safeguarding procedures, including Safer Recruitment processes and SCR

Compliance with HR regulations


Single HMRC and payroll reference

Single payroll system

Single LGPS pension pot


Internet, firewall and WAN connectivity

Centralised backup

Service desk


Compliance with IT regulations

Data Protection

Single ICO registration

Central management of FOI requests

Compliance with SAR procedures


Asset strategy

Common framework for H&S procedures and records

Compliance with premises and operations regulations



Equalities objectives

Compliance with SEND regulations


CELT policies

Financial Sustainability

Our academies pay an annual central services charge at a flat rate across the trust which is generally 5% of their GAG income. This funds the cost of trust governance, executive leadership and central services management.

The financial sustainability of our trust is as important as its academic sustainability. In order to continue to support our academies, we aim to continue to be a robust and efficient organisation which is effective at maximising resources and potential.

The strength of MATs in building teams that have finance, HR, IT and site management expertise means that more teachers and leaders can focus on what they do best; great teaching.

Sir David Carter, December 2016