MAT 2.0 - Priorities for the Next Generation of Multi-Academy Trusts

The future landscape of multi-academy trusts hinges not just on growth but on governance maturity, sustainable financial models and a relentless focus on equitable outcomes for all pupils.

The Current Trajectory of MATs

Multi-academy trusts (MATs) have moved beyond being a structural experiment to being the dominant governance form for state schooling in England. Latest sector benchmarking indicates that a majority of state schools are now part of MATs, with over 90 per cent of individual academies within trusts and increasing consolidation as smaller trusts close or merge into larger ones. Financial pressures, demographic shifts, and policy incentives continue to shape this evolution.

The recent UHY Hacker Young 2025 benchmark report confirms that the share of schools in MATs has crossed a tipping point, and that larger MATs are increasingly seen as vehicles for economies of scale and operational resilience amidst funding uncertainty.

Yet the headline trend is not simply growth. The data reveals a decline in the number of individual trusts even as overall school membership rises, indicating consolidation and concentration of influence. Larger trusts are expanding, while many smaller MATs either remain static or fold into others, altering trust composition and geographic reach.

Strategic Implications for Leaders

For C-suite education leaders, this context underscores three strategic imperatives:

• Sustainability over size: The governance challenges of larger trusts are not trivial. As MAT size increases, so too does the complexity of balancing central oversight with school-level autonomy. Effective governance models that safeguard local identity while ensuring central accountability are critical.

• Financial resilience: Forecasts suggest that a significant proportion of MATs could see revenue reserves fall into vulnerable ranges in the coming years, especially those dominated by primary phase schools. Proactive financial planning, diversified income strategies and disciplined budgeting are essential to mitigate systemic risk.

• Impact-driven growth: Growth plans must be grounded in evidence of educational impact rather than growth for its own sake. Research consistently shows that sustainably effective MATs are those that balance strategic expansion with coherent leadership, strong central functions, and clear metrics for progress across socio-economic groups.

Leadership Views from the UK Education Sector

Across the sector there’s acknowledgement of both progress and challenges. As one UK education consultant noted recently, “The MAT landscape is transitioning from Trust 1.0 to Trust 2.0, demanding stronger governance, sharper accountability and deeper integration of strategy with educational outcomes.”

Another senior trust CEO reflects the practical challenge: “Our priority isn’t size; it’s ensuring every school in our trust delivers equitable opportunities and that we build resilience into both academic and organisational performance.” This aligns with evidence showing that there is no single formula for high-performing MATs, but rather a constellation of leadership, structural and culture factors that drive sustainable success.

The MAT sector is consolidating rapidly; leaders must shift focus from expansion alone to embedding robust governance, financial resilience and demonstrable educational impact across every school.

Challenges on the Horizon

Despite clear strategic opportunities, the path ahead is not without obstacles. Teacher retention remains a sector-wide concern, with data highlighting higher turnover rates in larger trusts compared with local authority schools. This poses significant implications for workforce planning, culture and pupil continuity.

Additionally, the policy environment continues to shift. Recent reforms such as the Children’s Wellbeing and Schools Bill have reignited debate about autonomy, accountability and the balance between national standards and bespoke trust innovation.

What This Means for MAT Leaders

For heads, principals and trust executives, this period is one of strategic choice. The future of MATs is not predetermined by size alone but by leaders’ ability to integrate evidence, adapt governance, and pursue sustainability. Key actions include:

• Embedding robust financial planning and risk management.

• Strengthening governance structures that enable both trust unity and local responsiveness.

• Prioritising leadership development and retention strategies that sustain quality teaching.

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School Leader is a UK publication providing practical insight and guidance for senior education leaders, helping decision-makers navigate leadership, finance, governance, and operational challenges with confidence.

We deliver expert analysis, sector news, and practical solutions tailored to the strategic, financial, and operational realities of schools and academy trusts across primary, secondary, and higher education.