We have known since December 2022 that the Schools Bill will not progress in its proposed form. But the headline target set out in the preceding whitepaper outlined that most trusts should aim to either serve a minimum of 7,500 pupils or run at least 10 schools. So, how have multi-academy trust leaders been responding to this proposed trajectory?
The MAT Growth Survey found that 50% of multi-academy trusts are targeting growth by one or two schools over the next 12-18 months. A further 33% are seeking to gain between three and five new schools. Another 8.5% are aiming for five or more schools, yet things are moving slower than expected following the whitepaper:
Some schools are seeing 2030 as the end point. There is a sense that they feel they have lots of time to get there, and they are not acting. There is not much momentum yet in our region, especially amongst those Headteachers or Chairs of governing bodies who will have retired or stepped down well before then. The 2030 target is a long time to allow for a deadline and it does not seem to be having the desired effect.
Julia Armstrong, Chief Executive of Prince Regent Street Trust, an all-primary MAT based in Stockton-on-Tees.
Whilst the Schools White Paper sparked an initial discussion on the viability of smaller MATs and whether they can be sustained, the MAT Growth Survey reported that nearly a third of MATs are considering a merger with another trust over the next 12-18 months.
One of those that did, shortly before the whitepaper announcement, was the five-school Cambridge Primary Education Trust. The trust completed a voluntary merger with Cambridge Meridian Academies Trust to become known as Meridian Trust:
“For us, it was a very significant step, one that will deliver huge benefits for our children and staff. As a result, we can provide high-quality primary education for more children across the region, with pupils benefiting from the combined expertise and capacity of trust primary leaders at a time of significant recent growth within both trusts. Smaller MATs will be reflecting on whether they have gone as far as they could or should, and whether they can be stronger in a bigger organisation, but our decision was based on what would be best for the children rather than anything politically driven.”
Lesley Birch, Deputy CEO of Meridian Trust and former CEO of Cambridge Primary Education Trust.
The challenges of growth are also apparent in alternative providers, according to Jim Bowyer, CEO of The Skylark Partnership, the only specialist hospital education MAT in the country:
“Hospital education provision, which provides the best possible education for children with medical and mental health difficulties, tends to be Good or Outstanding so the challenge is persuading others that they should be part of a trust as it will give the best outcome for children in the long term,” he explained. “However, we need to grow and if we do not, we will not survive. So, over the next 12-18 months we are looking for at least two schools to join Skylark and share resources that give academies the support they need to allow them to focus on teaching and learning, as well as working effectively with the children and families they support.”
Jim Bowyer, CEO of The Skylark Partnership
Dan Morrow, CEO of Dartmoor MAT, concludes that “the whitepaper is a menu, and it is down to us how we serve it up. It is an invitation for us as educators to step into the space and stage it in how we believe it should be. It is an opportunity for us to bring about change. We can shape lived experience in the communities we serve”.
For more insights and experiences from the UK’s multi-academy trust leaders, read the full report here. We’re always working to bring you the most up-to-date insights from the sector, so watch this space for more helpful thoughts, tips and tricks.
