On paper, it looked like a perfect match: we shared the same values; our long-term goals were aligned; we could see we’d complement and support each other, and that we would be stronger together. So we decided to take the plunge and, in January, our multi-academy trust (MAT) completed a merger with another trust, growing our number of schools from 15 to 18.

Such mergers are increasingly common. Regional schools commissioners (RSCs) are encouraging standalone academies to move into MATs and, as it becomes more difficult for smaller trusts to manage all the expectations they now face, mergers are the clear direction of travel.

But merging isn’t just about getting bigger. A successful, well-planned union can provide considerable benefits for teachers, students and parents. Through additional capacity and increased pupil numbers, economies of scale can be delivered, which can lead to:

• Improved systems and procedures supported by a central team.
• Shared school-improvement resources.
• Flexibility to provide help between schools.
• A wider, stronger network of contacts with suppliers.

Of course, there’s always the risk that things can go wrong, which is why it’s important to look at the overall picture and ensure that the decision to merge is driven by what’s in the best interest of our children and communities.

So, how do you know if your MAT is ready for a merger? And, once committed, how do you make a success of the process?

Although growth was in our strategic plan, we weren’t actively seeking to expand; it happened organically through existing relationships. This meant that we were able to build up trust along the way, enabling us to move forward together smoothly.

Getting the right fit can mean the difference between a successful long-term relationship and a challenging one. While there is no single blueprint for growth, being transparent, honest and upfront will stand you in good stead - a message underlined in a recent research report, Sustainable Growth in MATs, for which I was part of the steering group.

Once you are sure you have the right fit and can identify the ways in which the two trusts will complement each other, you’ll need to ensure your proposal is credible if you are to gain the backing of the RSC and headteacher board. This involves taking the time to talk to other trusts, building an understanding of the benefits and potential difficulties the merger might create, and going through due diligence.

From a legal standpoint, a merger can take up to six months but, when you take into account the planning involved, it’s better to look at it as a 12-month process.

There are the risks to think about, too, whether they relate to finance, health and safety or school improvement. Either trust could change its mind or the RSC could reject the proposal. For these reasons, I’d advise taking your time and bringing people along on the journey, recognising the costs and challenges involved, and working with your RSC office from the start so you have that relationship and buy-in in place at decision time. Here are some tips for how to do this.

Start with school leaders

Keeping everyone involved, from staff to the wider community, is key to a successful merger. Start with the headteachers, and make sure they are well informed and enthusiastic - they are your filter back to the school community and need to feel part of the whole process.

Consult regularly

Consultation meetings provide an opportunity for sharing information and ensuring that people feel involved. Keeping consultations open and clear throughout the merger process enables you to deliver updates to parents and encourage staff to feel engaged.

Involve staff

Get staff in the joining trust to support work in your trust right away. Even before schools had joined us, we used their most talented staff to carry out supportive work within our schools and to set up geographical hubs where they were able to build relationships across the two trusts. This meant that people were involved and enthusiastic about what they could bring to the new set-up.

Support your admin team

Never forget the administration team: in many ways a merger will affect them more than anybody as they’ll have to deal with changing finance and information systems. Linking them with business managers in your trust and acknowledging problems as soon as they arise will minimise potential issues.

Work closely with governors

It’s also important to work hand in hand with your governors and the board of the joining trust, getting them involved to help re-imagine the trust as it grows. Our new governors became our “pioneers” in the merger; they created and implemented a new model of governance when they joined, which is now being used as a proposed model for the extended trust.

Ultimately, maintaining a successful merger relies on making schools feel part of things through the use of inclusive language, as well as recognising the strengths and unique qualities of staff. Keeping the level of engagement going and jumping on any issues straightaway must also be priorities.

It is essential to take your time and bring people along on your journey. If you rush, there is the potential for resentment, whereas a steady transition enables you to get the governance right from the start.

Mark Lacey is chief executive of the Diocese of Salisbury Academy Trust. To download the research report, Sustainable Growth in Multi Academy Trusts, go to primarysite.net/matgrowthresearch

This article originally appeared in the 2 October 2020 issue under the headline “MAT marriages made in heaven”