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As financial pressures and sustainability challenges continue to impact the education sector, many trusts and schools are exploring collaboration as a route to resilience. For some, a multi-academy trust (MAT) merger offers a strategic opportunity to build capacity, align priorities and secure long-term viability.
Drawing on extensive experience, Edwin People has compiled 10 practical tips to support early-stage thinking and successful merger planning.
Before formal steps, invest time in exploring your shared ‘Why’. Aligning on values, purpose and aspirations sets a positive tone, builds trust, and keeps the focus on improving outcomes for pupils and communities. Address potential deal-breakers early.
A strong communication plan is essential. Keep messaging simple, regular and transparent across all stakeholders – staff, governors, unions, parents and communities. Engagement is as important as process.
Develop a clear project plan outlining phases, responsibilities and timelines. This helps co-ordinate workstreams and maintain strategic focus. Shared, regularly updated plans drive accountability and momentum.
Once there’s agreement in principle, a non-binding MoU helps define how you’ll work together. It builds trust, reduces misunderstandings, and clarifies intentions from the outset.
Involve the Department for Education (DfE) early to check that your proposed structure aligns with national expectations. Key considerations include governance, school improvement capacity and financial sustainability. Plan sufficient time for the approval process to avoid delays.
Set up a shadow board early to model collaborative governance and provide strategic oversight. A dedicated project team – covering school improvement, finance, HR, estates and IT – should meet regularly to drive progress, with clear actions and ownership.
Mergers place demands on trusts beyond day-to-day operations. Strengthening central functions like HR and governance early helps manage pressure and avoid missed steps. Many trusts benefit from an independent merger lead. Edwin People frequently undertake this role to help maintain pace, manage risks and unify communications.
Thorough due diligence across finance, legal, HR and education is essential. Independent support brings objectivity, credibility and challenge – particularly valuable when internal teams are stretched. The right partners bring both distance and deep sector understanding.
Decide early on the legal structure for the merged trust. It should support effective governance and operational delivery. While this can be complex and sensitive, early clarity avoids confusion and delays further down the line.
Marking the merger, however modestly, helps build a sense of unity and momentum. Whether it’s a welcome message, staff event or shared newsletter, small acts of recognition reinforce shared identity and purpose.
To speak with a member of our senior team about how we can support your merger, contact us at [email protected].
Summer 2025 Update
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