Greater than the sum? School and trust leaders speak on mergers
- Sophie Hill
- Sep 2
- 3 min read
Introduction
The academy trust sector is entering a new chapter. Political uncertainty, tightening budgets, and workforce challenges are driving leaders to consider mergers at a scale not seen before. For some, the motivation is survival; for others, it is the pursuit of capacity, sustainability, and improved outcomes. Yet while mergers can achieve greater economies of scale, they also raise profound questions of culture, identity, and purpose. This report shares the voices of 141 school and trust leaders who responded to our survey in June 2025. Their insights show what really matters when trusts come together: the drivers, the perceived benefits, the risks, and the conditions for success.
Why trusts merge
For most leaders, mergers are first and foremost about financial resilience. An overwhelming 96% rated financial sustainability as an important or very important factor. Economies of scale (81%) and greater capacity (71%) followed closely. Far fewer highlighted pupil outcomes (61%), and only 14% selected outcomes as a top benefit. This gap reveals a critical challenge: if the 'why' of a merger is framed in financial terms, staff and communities may struggle to see how it improves children’s lives. Leaders must ensure that the educational case is front and centre.
Hoped-for benefits
When asked what they expected to gain, leaders emphasised capacity, expertise and sustainability. They pointed to more specialised staff and enhanced career opportunities. However, the tangible link to improved outcomes for pupils was less clear. While financial stability should free resources to improve teaching and learning, leaders need to translate these into a compelling story of educational impact if mergers are to win hearts and minds.
Risks and pitfalls
The top risks identified were not financial but human: culture clash (41%) and the loss of key people (38%). Respondents spoke of mistrust, poor communication, and lack of clarity over roles. Many described mergers as feeling more like takeovers than partnerships, heightening anxieties about identity and local agency. While hidden liabilities and reputational risks were also concerns, the overwhelming message was that people and culture determine success or failure.
Support and capability gaps
Despite government encouragement for sector consolidation, leaders reported patchy support. Just 30% felt financially supported, and fewer than four in ten felt adequately supported on people and culture integration or on operating-model design. Many were unsure where to find the right expertise, demonstrating the need for clearer signposting to practical advice, funding, and change-management support.
The lived experience
For those who had been through a merger, most described it as an absorption rather than a joining of equals: 54% had merged into another trust, while only 21% had been part of an equal merger.
Leaders described very different roles in the merger process. Two thirds felt consulted and informed, yet 22% said they had no voice and received no information despite being directly affected. These contrasting experiences underline the need for early, transparent, and inclusive communication.
What leaders need to do differently
Lead with pupil outcomes – frame the rationale in terms of impact on children.
Agree design principles upfront – clarify who does what, where decisions sit, and how local voices will be preserved.
Treat culture as a workstream – not a side issue. Integration of values, behaviours and practices is vital.
Resource the change – with a dedicated project team, budget and plan.
Communicate early and often – blending central messages with local dialogue to build trust.
Measure success transparently – tracking outcomes for pupils, staff, operations, and finance.
Conclusion
Trust mergers are not a quick fix. They require time, clarity, and investment in people. When done well, they can deliver capacity, expertise and sustainability that no single organisation could achieve alone. But when done poorly, they risk undermining trust, culture, and the very outcomes they are meant to improve.
As one respondent put it: “It’s inevitable numbers of mergers will rise, but it must be for the right reasons – for young people and staff". This is a clear message for boards and leaders: mergers should not be just about survival or scale. They must be strategic choices that strengthen education for the public good.
