A Who’s Who Guide to MAT Staff

A Who’s Who Guide to MAT Staff

Target your schools marketing with our breakdown of the roles and responsibilities of every MAT decision-maker and influencer in the UK.

Target your schools marketing with our breakdown of the roles and responsibilities of every MAT decision-maker and influencer in the UK.

Kat Thompson
Author
Kat Thompson
Published: 20th May 2022

Executive Team

CEO/Accounting Officer - Decision-Maker

A CEO is the strategic lead of a Multi- Academy Trust, supervising all Head Teachers working within the Trust. They take full responsibility of all non-education outcomes, specifically the academies’ finances and budgets, and the operational growth of the Trust.

Chief Financial Officer = Decision-Maker

All MATs must have a named Chief Financial Officer to oversee all financial matters for the Trust and ensure compliance. Reporting directly to the CEO, they will ultimately be responsible for proper financial conduct, provide advice on strategic financial issues, and manage the leadership of the finance team. They will also be accountable for the accuracy and resilience of accounting practices and data within each academy.

Chief Operations Officer - Decision-Maker

The Chief Operations Officer oversees the leading and management of all non-academic aspects of the Trust. Forming part of the Executive Team, they’ll work closely with Trustees and Principles of the academies, and will usually take head responsibility for HR, IT, Premises, Marketing, and expansion projects.

Executive Headteacher - Decision-Maker

The Executive Headteacher is the strategic leader of all academies in the Trust, overseeing improvement, growth, and partnerships. They’ll ensure the highest standards of education, learning, and achievement, working closely with the Trustees and Executive team. They will also hold responsibility for managing the Trust, with a hand in recruitment, HR, and finances.

Business Manager - Decision-Maker

The Business Manager supports the CFO and CEO with financial matters to ensure the Trust operates in good financial governance. They will typically have a hand in other areas, including recruitment, business development, HR, legal issues, and estates management, perhaps holding managerial responsibility of other administrative staff.

Directors

Director of Business - Decision-Maker

The Director of Business, sometimes called the Director of Finance, will work across the MAT with all academies and be responsible for the financial, human, and physical resources of the Trust, as well as playing a role in supporting the Trust’s strategic planning. They will work closely with the Chief Financial Officer to oversee financial matters.

Director of Data, Information & Systems - Decision-Maker

This staff member holds the responsibility for creating and maintaining effective IT systems and data management processes, typically to assist with record-keeping and holding assessment data. They may also assist the Director of ICT and Network Managers to establish sound IT and EdTech for classroom use.

Director of Education & Teaching - Decision-Maker

The Director of Education and Teaching will be responsible for the support, training, and management of the leadership teams across all academies. Their focus is on helping these teams achieve the best outcomes for students spiritually, morally, socially, and academically. They ensure teams have the knowledge, skills, and resources to do so, and will likely be involved in training and procurement.

Director of Estates - Decision-Maker

The Director of Estates, or Facilities Manager, oversees the site management, cleaning, and catering of all academies to ensure high levels of health and safety, learning, and development. They’ll manage any premises and building improvement projects, supervising academy site staff and external contractors when necessary. They will typically be in charge of sourcing and securing funding sources for estate projects.

Director of HR - Decision-Maker

The Director of HR is responsible for all staff personnel issues related to improving satisfaction and wellbeing, leading to a better quality of learning and development. They may assist with recruitment and development, reviewing academy performance, and monitoring compliance with policies and procedures.

Director of ICT - Decision-Maker

The Trust’s Director of ICT leads the IT provision across the Trust, working with each academy’s IT and Computing staff to provide the equipment and software needed to meet their aims and objectives. They are in charge of developing and maintaining all technology initiatives, providing IT support where necessary, and working with the safeguarding team on online safety policies.

Director of Leadership - Decision-Maker

Typically under the supervision of the Director of Teaching and Learning, this staff member will be responsible for the development and implementation of personal and professional leadership development strategies for staff members across the Trust. This typically includes holding or sourcing coaching sessions,evaluating staff performance, and ensuring continuous development is made to support high levels of teaching and delivery.

Director of Pastoral Care - Decision-Maker

It is the duty of the Director of Pastoral Care to develop and sustain a healthy environment to protect the welfare of every pupil and staff member in their academies. They lead a wider team of pastoral staff to develop strategies for interventions, positive behaviour, and increased attendance. They are also responsible for sourcing and providing training for all members of the pastoral team.

Director of Safeguarding - Decision-Maker

The Director of Safeguarding takes the lead role of child protection across all academies in the Trust. Working closely with designated safeguarding persons, they oversee the development of new policies, maintain accurate and secure records, and assist academies and external parties with severe or difficult safeguarding concerns and referrals.

Director of Safeguarding, Behaviour & Welfare - Decision-Maker

Similar to the Director of Safeguarding, this role involves taking responsibility for student safeguarding, but has further responsibilities in student behaviour and welfare. Everyday tasks include developing policies and strategies to maintain academy-wide standards, with more intense tasks including managing student referrals.

Management/Leadership Team

MAT Head Teacher/Principal - Decision-Maker

The Head Teacher of each individual academy in the Trust holds overall responsibility for managing the day-to-day operations of the academy, including education, staff management, and policy- making. They work directly under the Executive Head and follow their direction, alongside the Board of Trustees.

Marketing & Communication Manager - Decision-Maker

The Trust’s Marketing Manager leads the marketing, pupil recruitment, and communication strategies for all academies across the Trust. This includes developing and delivering marketing plans in line with decision-maker goals, and creating material to communicate the Trust’s ethos to drive pupil numbers.

Employment & Development Manager - Decision-Maker

Assisting the Business Manager and HR staff, this staff member leads on staff recruitment and retainment by managing the roles that the academies need filled, and cultivating staff capabilities, development, job satisfaction, and workplace wellbeing. They will likely assist leadership staff with sourcing professional and personal development provision.

Support Staff

PA to CEO - Influencer

The CEO’s PA will develop and lead all clerical and administrative support for the Trust. They’ll be the first point of contact for anyone wishing to get in touch with the CEO, communicating with parents, external parties, and other members of the Trust alike. They are responsible for managing the CEO’s schedule, travel arrangements, meetings, events, and correspondence.

Secretary/Clerk to the Trust - Influencer

Working closely with the PA, the Trusts’ Secretary assists with any and all administrative tasks set by their supervisor. They may take the place of the PA in the event of an absence, but are typically less involved with the CEO’s schedule, and focus more on daily admin tasks including attendance monitoring, answering telephone calls, and passing on emails to relevant Trust members.

Trustees

Chair of Trust Board - Decision-Maker

The Chair of Trust Board works closely with the CEO, acting as a channel of communication between them and the board to ensure all Trustees have accurate, up-to-date information to provide effective governance. The Chair may represent the MAT in meetings or the media, provide training and mentoring services to Trustees and other MATs, lead the development of the board, and act on meeting decisions.

Vice Chair of Trust Board - Decision-Maker

The Vice Chair of the Trust Board will support the head Chair in a deputy position, and will act on tasks set by the Chair. This could include supporting the development of the Trust’s strategic plans, or supporting Trustees with training and mentorship. The Vice Chair may take on the position of the Chair in the event of an absence, but cannot make decisions or take on specific roles unless authorised to do so.

Chair of Trustees - Decision-Maker

The Chair of Trustees will lead their Trustees in holding the Board and Executive Team accountable for the MAT’s strategic goals, ethos, and missions. They’ll provide leadership to all Trustees, ensuring the Trustees are working collaboratively and efficiently both within their team and with the Chief Executive officer.

Vice Chair of Trustees - Decision-Maker

Similarly to the Vice Chair of the Trust Board, the Vice Chair of Trustees supports the head Chair in a deputy position, potentially taking on their role in full in the event of an absence. They’ll only be able to act on specific tasks set by the Chair, typically assisting the leadership of the Trustees and ensuring consistent, efficient communication.

Member of the Trust - Decision-Maker

Members of the Trust are similar to company shareholders – they have ultimate control over the Academy Trust, with the ability to appoint Trustees and amend the articles of association. A Trust legally must have three members, although five is recommended. Members can also become Trustees, but as Members are responsible for holding Trustees to account, this practice isn’t recommended to ensure robust accountability.

What Next?

There you have it – the essential insights of all UK MAT job roles you can market to with Campus. But there’s no time to rest - the education landscape is always changing, and with 80,000 updates made to Campus’s database every single month, the launch of a new job role could happen at any given moment. Stay prepared, and your edu-marketing will remain ahead of the crowd.

Ready to learn just how many accurate, continually updated teacher emails you can reach with your next campaign? Get in touch on info@sprint-education.co.uk or 01684 297373 for a quick count and a walkthrough of Campus. We’ll be ready and waiting!

Tags
Database of Teachers Education Data Education Database Teacher Database

Similar Articles

The Theory of Segmentation
Preview

The Theory of Segmentation

Why teachers will respond better if you’re putting the theory into practice.

A Who’s Who Guide to UK School Staff (Part 1)
Preview

A Who’s Who Guide to UK School Staff (Part 1)

Target your schools marketing with our breakdown of the roles and responsibilities of every school decision-maker and influencer in the UK.

Grow your education brand with Sprint

Grow your education brand

Free Strategy Call

Expert marketing to K-12 support and solutions

Expert marketing to K-12 solutions

Email Principals, Teachers, and District Staff Inboxes

Email teachers and staff inboxes

Sell More to US and Global Schools and Districts

Sell more to schools and districts

Scroll to top