An academy could be transferred to its fourth trust in under a decade in what critics dub a 鈥渢aste of the chaos鈥 to come under a fully academised system. Figures obtained by Schools Week reveal more than 50 schools have been run by three different trusts. Some transfers were trust-initiated, others forced by the government. Twenty-two were transferred within four years of the previous move, and six within two years. Dr Mary Bousted, the joint general secretary of the National Education Union (NEU), said it provided “a taste of the chaos, churn and top-down interventionism鈥 likely under the government鈥檚 all-academy vision. She said a 鈥渇ixation on structural change鈥 created fear and pressure that undermined schools鈥 work. However, others said the movement of failing schools showed the system 鈥渋s working鈥. Last month the government confirmed it had to its fourth trust – unless Magna Learning Partnership (MLP) could deliver 鈥渞apid鈥 improvement. The school, since 2012, lasted five years in The Education Fellowship and two years in Salisbury Plain Academies before joining MLP in 2020. The Education Fellowship faced two regulatory investigations in three years, including governors鈥 拢45,000 expense claims and a New York 鈥渇act-finding鈥 trip. It was one of the worst-performing trusts nationally in 2014-15 and became聽the first to relinquish all schools. Then Salisbury Plain Academies also agreed to close, with accounts highlighting low pupil numbers. Inspection highlights ‘significant’ leadership changes This year, Pembroke Park鈥檚 first inspection under MLP highlighted 鈥渟ignificant changes鈥 in leadership and other areas, but accused senior leaders and trustees of not tackling declining standards 鈥渜uickly enough鈥. Ricky Rogers Ricky Rogers, a former governor and local Labour councillor, said parents were 鈥渇ed up鈥 and 鈥渃ynical鈥 over past changes, and claimed uniforms had changed twice. The multiple transfers showed academisation was a 鈥渄isaster that鈥檚 done nothing for my community鈥, he said. 鈥淭here are dedicated staff but they desperately need more support.鈥 Sarah Busby, the chief executive of MLP, said the school had faced unspecified 鈥渉istoric issues鈥 plus Covid, but issues raised by inspectors were being addressed. 鈥淭hey also noted progress was being made. Conversations with our stakeholders are very positive.鈥 She invited Rogers to see improvements 鈥渇irst-hand鈥, noting he had not visited recently and MLP had not changed uniforms. Lime Tree Primary Academy in Greater Manchester was also transferred for a second time last year following a financial scandal, although the move was the result of a merger. Regulators found the Dunham Trust had paid tens of thousands to related parties.The school had, at local governors鈥 request, been聽allowed to leave its previous trust in 2017. Not all transfers reflect school challenges But not all transfers reflect school-level challenges. Lime Tree was rated 鈥榦utstanding鈥 and winning聽. It is the lead primary for new trust Bright Futures鈥 teacher-training provision. A trust spokesperson said the , aimed at scale and sharing skills, was handled 鈥渃arefully鈥 and reflected shared values. In 2017, just two academies had been rebrokered twice. In total, 1,489 schools 鈥 more than one in seven academies 鈥 have been moved at least once since 2013, official data shows. Helen Josue, who has campaigned against Holland Park School’s planned transfer to United Learning, said parents, children and staff were “completely powerless” in transfers, with consultation not legally required. The west London standalone academy is embroiled in a legal battle over whether stakeholders were properly consulted, while NEU members walked out and the local council spoke out over joining England鈥檚 largest trust. Academy transfers ‘no panacea’ Matthew Clements Wheeler Matthew Clements-Wheeler, a consultant and former chair of the Institute of School Business Leadership, said transfers alone were no 鈥減anacea鈥, but were a 鈥渟ign the system鈥檚 working鈥. They allowed a 鈥渞eignition of momentum鈥 to get the leadership schools needed, although he was concerned that rebrokering was 鈥渂reaking leaders along the way鈥. He said trust strategies successful elsewhere might not work because of a 鈥渄ifficult鈥 context, personality clashes or lack of community confidence, 鈥渆ven with the best of intentions鈥. Jonathan Simons, the head of education at consultancy Public First, said 鈥渄ynamic鈥 systems needed movement, and multiple transfers were likely to reflect schools in 鈥渢ricky鈥 financial positions. A Department for Education spokesperson said: 鈥淥nly a small number of academies are not meeting the required standards, but when concerns do arise, we will always explore ways to secure rapid and sustained improvement. “This may include transferring the school to an alternative trust when it is in the best interests of pupils.鈥