Growth is still a core part of the academy system, and MAT expansion continues to be actively encouraged by the DfE. For trusts that are performing well, taking on additional schools is often seen as both a strategic opportunity and a way to support the wider system. However, the operating environment in 2026 is very different from even five years ago. Some of the assumptions that trusts relied on when expanding, such as the financial stability of incoming schools and the ability of central teams to absorb growth, are proving less reliable in the current environment. Trusts now face tighter budgets, increased regulatory scrutiny, and greater operational complexity. Navigating these changes requires trusts to rethink how they approach growth, making careful, informed decisions that balance opportunity with risk.
MAT growth is still very much happening, but under very different conditions. Unlike in the past, incoming schools are increasingly likely to require both financial and operational support, meaning trusts cannot assume new schools will come without added cost or complexity. Many trusts also have less financial and organisational headroom than they did five years ago. Central teams, which are essential to supporting multiple schools, are often stretched, making it more challenging to maintain consistent oversight and effective integration. Growth is now often influenced by system need such as taking on underperforming schools rather than arising solely from discretionary strategic opportunity. As a result, the risk profile of expansion has shifted materially since 2020.
One of the most immediate challenges trusts face when expanding is the financial position of incoming schools. Many schools that are integrated into a MAT require significant support and investment from the outset, whether to cover existing deficits, stabilise staffing, or address urgent operational needs. Even where the long term strategy for improvement is solid, financial recovery rarely happens overnight. It can take months, or even years, before an incoming school is performing in line with the wider trust.
Beyond headline budgets, trusts frequently encounter hidden or ongoing costs that put additional pressure on reserves and day to day cash flow. Estates issues which may include deferred maintenance to compliance upgrades and leadership or staffing restructuring are common cost drivers, often underestimated in initial planning and due diligence. Central costs also tend to rise as the MAT scales, with reporting, oversight, and support functions stretched across more schools. Taken together, these factors mean that trusts cannot assume growth will be financially neutral in the short term. Understanding the full financial implications, stress testing budgets, and planning for increased central expenditure are critical steps to ensure that expansion strengthens the trust rather than creating unexpected financial strain.
Operational capacity does not automatically expand as a MAT grows. Central teams, which underpin everything from finance to curriculum oversight, are often stretched when new schools are added. Systems and processes that worked well at a smaller scale can quickly become strained, with reporting, compliance, and administrative functions under pressure. Leadership bandwidth is similarly finite; executive teams must divide their attention across more schools, and day to day operational oversight can compete with strategic priorities.
Governance also becomes more complex as the trust grows. Trustees and boards are required to oversee a larger, more varied group of schools, which can slow decision making and unintentionally dilute effective challenge. Where oversight previously functioned efficiently, it can become harder to maintain the same level of scrutiny across all areas. In many cases, capacity is assumed rather than explicitly assessed before growth, leading to situations where both operational teams and governance structures are stretched beyond their intended limits.
Recognising these pressures early is essential. Trusts that plan for scaling capacity, invest in strengthening central functions, and consider the implications for governance and oversight are better positioned to absorb growth successfully.
Before committing to growth, trusts should take a disciplined and structured approach to decision making. Financial plans and underlying assumptions should be stress tested to understand the potential impact of deficits, unexpected costs, or delayed improvements. Due diligence should go beyond headline results, examining estates, staffing, leadership, and operational readiness. Equally important is assessing central and leadership capacity realistically as growth should not outpace the team’s ability to support it effectively. Trusts should be clear on the rationale for expansion and define what success looks like, as well as how performance will be monitored after schools are transferred into the MAT.
Growth remains a central part of the academy system, and expanding successfully can bring significant strategic and operational benefits. However, the environment in 2026 demands far more discipline than in the past. Trusts must recognise that expansion is no longer automatic or straightforward and it requires careful planning, realistic assessment of capacity, and a clear understanding of the financial and operational risks involved.
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