7/17/2026 8:48:22 AM | 2 minute read

Academy Trust Handbook 2026: What should trust leaders be focusing on?

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Jamie Otter

Partner

Get in touch

Jamie Otter

Partner

The Department for Education has published the Academy Trust Handbook 2026, which comes into force on 1 October 2026. As always, there are a number of technical changes but, viewed as a whole, the Handbook provides a useful indication of where the DfE's attention is currently focused and the issues that are likely to feature more prominently in conversations with boards over the coming year.

Whilst the headlines will be about inclusion, procurement and executive pay, the broader theme is increased scrutiny. Trusts are being asked to demonstrate more clearly how decisions are made, how risks are identified and how boards provide oversight across a growing range of areas.

For many trusts, the question is unlikely to be "what do we need to do differently?" but rather, “how do we evidence that we are already doing the right things?”

Inclusion is now firmly a board issue

The new inclusion and community section is probably the most notable addition to the Handbook. Trusts are expected to have a strategic approach to inclusion, oversight of SEND and constructive engagement with local authorities and wider partners.

Most trusts will already recognise these responsibilities. What feels different is that inclusion now sits much more explicitly within the governance framework. Boards may therefore wish to consider what assurance they receive around inclusion, whether reporting is sufficiently robust and whether responsibility within the governance structure is clear.

Financial oversight continues to move up the agenda

A number of the changes reinforce existing expectations around financial stewardship. There is greater emphasis on trustee financial expertise, additional expectations around CFO qualifications in larger trusts and clearer escalation requirements where financial sustainability may be at risk.

None of this is revolutionary, but it does reflect an expectation that boards are increasingly able to demonstrate active challenge and oversight rather than simply receive assurance from executives. For many trusts, this may lead to renewed focus on trustee training, committee effectiveness and succession planning.

Procurement is becoming more prescriptive

The revised provisions relating to supply staffing, energy procurement and MIS contracts are likely to generate significant discussion within the sector. Trusts will need to ensure they understand the new requirements and build them into future procurement planning.

From a governance perspective, boards may also want to think carefully about evidencing their decision-making. Increasingly, it is not simply the decision itself that matters, but being able to demonstrate how the decision was reached and why it represents value for money.

Transparency expectations continue to increase

The new requirement for MATs to publish a statement explaining how funds are distributed across their schools is a good example of the wider direction of travel.

Many trusts already have clear methodologies for allocating resources and supporting schools with differing levels of need. The challenge is unlikely to be developing those approaches. It will be about explaining them clearly and demonstrating how they support the trust's overall strategy and educational priorities.

What is the bigger picture?

The individual changes are important, but the wider message is arguably more significant.

The Academy Trust Handbook began life as a financial and governance framework. Over time it has become a much broader document touching on an increasing range of operational and strategic issues. This year's additions continue that trend. Inclusion, procurement, executive pay, financial sustainability and local system working all feature more prominently than before.

For trust leaders, the real challenge is likely to be balancing these increasing expectations with the need to maintain focus on what matters most: improving outcomes for children and young people. The strongest trusts are unlikely to be those that simply comply with every new requirement. They will be the trusts that can demonstrate strong governance, sound judgement and clear strategic leadership whilst continuing to respond to the needs of their schools and communities.