As a trust our primary focus is on delivering an exceptional education to the young people under our care. It is crucial that every function within the trust plays a role in helping us deliver on that aim - and IT is no exception.
However, at present IT is an outsourced operation - something that we have decided to change. We will bring it in-house with the creation of a new central ICT services team.
The recruitment process for an IT lead starts in the spring term and after a thorough audit over the summer, the new central team will take over in August, ready for the start of the new school year.
It is a lot of work, and some may be tempted to ask, “Why make the move?” Well, I’ve seen this shift happen at a different trust and believe there are numerous benefits - both strategic and for future-proofing our technology capabilities.
Why we’re bringing IT in-house at our MAT
1. Purpose first: integrating IT as a core function
Every function within the trust, including IT, is viewed through the lens of our values to meet the needs of our young people. This purpose-driven approach ensures that every action is in sync with our goals, similar to how we manage estates and finances internally.
Outsourcing poses the risk of detachment because external providers may not share the same commitment to, or understanding of, our overarching mission.
2. Enhanced communication and responsiveness
Internalising IT creates a seamless communication stream, allowing alignment with other organisational functions. It fosters a sense of investment in our future development, actively generating ideas and encouraging staff to spot opportunities rather than reactively working with a tech agency that’s on hand to predominantly fix problems.
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Unlike external providers waiting for a brief, the internal team actively seeks opportunities to make improvements across the trust, ensuring that technology is an integrated force for positive change.
3. Agile strategy
In-house IT enables the trust to prioritise needs based on vision rather than a predetermined budget. No longer confined by external limitations or determined by an agency contract, our IT strategies are free to evolve organically, adapting to the needs of our schools.
4. Collaboration and continuous learning
While building internal capacity collaboration with external partners remains important to avoid us becoming too inward-looking or outdated in our approach.
Networking with other trusts and sectors outside of education provides insights into best practices. It’s a dynamic exchange that fosters innovation and prevents stagnation, ensuring that our IT strategies remain effective and forward-looking.
5. Quality experience for staff
Ensuring a quality experience for staff working with IT is paramount because we know it can be a real headache when tech doesn’t work.
Regular feedback to the central team can identify areas where IT can be a barrier to teaching and where it is most useful. This collaborative approach ensures that IT services understand the goals and challenges faced by teaching staff.
6. Financial efficiency
In a multi-academy trust setting, central support services aim to optimise structures for maximum effectiveness and cost efficiency.
Internally developing ICT capacity ensures informed decision-making tied to our values and strategic goals, free from “profit” motives that may be a consideration for agency partners.
As we make this transition from agency support to in-house expertise, we’re clear that it’s not just about adopting a new IT model: it’s about IT becoming an integral part of what we do, supporting and enhancing the learning for every student.
David Clayton is CEO at Endeavour Learning Trust
